Campus Space Utilization Strategy Final - July 2018

Stephen F. Austin State University Campus Space Utilization Strategy Final - July 2018

Stephen F. Austin State University Campus Space Utilization Strategy

Final April 2018 (Revised July 2018)

Facility Programming and Consulting

The contents of this document are not for regulatory approval, permitting, or construction.

Final Published April 2018 (Revised July 2018) Table of Contents

Section Page

Executive Summary...... 1.1

Current Conditions...... 2.1 Campus Overview...... 2.1 Division and Department Overview...... 2.7 Academic Affairs...... 2.9 Academic Affairs - Rusche College of Business...... 2.16 Academic Affairs - Perkins College of Education...... 2.18 Academic Affairs - College of Fine Arts...... 2.20 Academic Affairs - Temple College of Forestry and Agriculture...... 2.22 Academic Affairs - College of Liberal and Applied Arts...... 2.24 Academic Affairs - College of Sciences and Mathematics...... 2.27 Academic Affairs - Graduate Studies...... 2.29 University Affairs...... 2.30 Finance and Administration...... 2.36 University Advancement...... 2.39 Institutional Research / Intercollegiate Athletics...... 2.41 Academic Space Utilization...... 2.42

Space Strategy Recommendations...... 3.1 Introduction...... 3.1

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page i Table of Contents

Section Page

The Long-Term Vision...... 3.2 Project Phasing, Benefits, & Preliminary Cost...... 3.4 Building-by-Building Strategy...... 3.21 Shared Master Plan Concepts and Strategies...... 3.75 Space Strategy Alternates...... 3.76

Appendix...... 4.1 Existing Building Inventory...... A

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page ii Executive Summary

Purpose those areas that align with the comprehensive campus Master Plan, but provide a more explicit tephen F. Austin State University (sfa, plan and approach for specific areas where value S sfasu) engaged Facility Programming and has been identified. The plan includes academic, Consulting (fpc) to provide a Campus Space administrative, and student support goals for re- Utilization Strategy, a “roadmap” for SFA that purposing and/or redeveloping existing spaces efficiently and effectively locates academic, to improve utilization. administrative, and student support activities to The report identifies both existing and required best support its students, faculty, and the greater spaces on campus today, establishes the size and community. relationships of these spaces, and, utilizing appro- SFA’s Campus Master Plan, prepared by Perkins + priate planning parameters, including projections Will, was most recently updated in 2011 to support based on full-time equivalent (fte) student, fac- projected enrollment growth to 15,000 students ulty, and staff requirements, predicts the space in the year 2020. Aligned with the Master Plan, requirement in the future. Recommendations the university is in the process of constructing include “rightsizing” of classroom, lab, and admin- the new Ed and Gwen Cole Science, Technology, istrative space while considering and addressing Engineering, and Math (stem) Building, an both academic and administrative space needs approximately 85,000 gross square feet (gsf) which may be accomplished through realignment science building complete with a planetarium, and reconfiguration. In addition, preliminary machine shop, teaching and research laboratories, conceptual plans, associated costs, and proposed multipurpose and computer labs, collaborative phasing for improvements are included in this classrooms, and a terrace equipped with tele- document. Net Assignable vs. Gross Square Feet scopes, as well as the new 32,000 GSF Residence The report is organized as follows: Life Operations Building (opened July 2017) for The tables and charts in this document depict area sizes in net assignable square feet (nasf), unless gross square student housing operations and printing services. Executive Summary feet (gsf) is specifically noted. NASF measures only the Both of these buildings will be used to relocate Current Conditions existing university departments, functions, and usable area of given spaces, and does not include spaces Space Strategy Recommendations such as corridors (except internal circulation within personnel, resulting in a large amount of avail- suites), and other public and support spaces such as able space in multiple existing buildings on the This Campus Space Utilization Strategy is mechanical space, restrooms, stairs, and wall thickness. campus for both current and new departments intended to be a high level study that supports The sum of these other spaces and the NASF equals the and/or programs to expand. decision-making and sets the stage for future, GSF for the project. The intent of this document is to explore short-, more detailed planning. mid-, and long-term planning efforts specific to

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 1.1 Executive Summary

Project Vision and Goals The information which follows is based on pre- primary focus (Figure 1-1) - academic buildings, liminary information received during individual administrative buildings, and student support The project goals which guide the recommenda- interviews and group discussions with SFA lead- and services. To achieve these goals, this plan tions and space strategy include: ership, faculty, and staff. recommends: Goal 1: Improve the student experience for The current facility inventory totals approximately Creation of a welcome center and “one recruitment and retention 4,685,000 GSF and includes approximately stop” shop for new student recruitment Goal 2: Centralize and/or co-locate depart- 2,253,000 net assignable square feet (nasf). In and enrollment in a renovated Kennedy ments, to greatest extent possible, to provide order to accommodate the target enrollment Auditorium, complemented by additional better student and employee experience and of 15,000 students, SFA will require additional student service functions housed in the provide greater operational efficiencies class lab instructional space between 10 to 15 Thomas J. Rusk building years from today. Initial analysis of the existing Goal 3: Provide Colleges with an identity A re-envisioned library as the “R.W. Steen classroom utilization and capacity indicates that Innovation Center and Academic Commons” Goal 4: Locate departments to encourage the target enrollment could be accommodated to support academic success of both existing collaboration – break down the “silos” and in the existing inventory available today in the and continuing students increase synergies – and strategically place to short-term. allow for future growth/expansion Administrative departments which are cur- The concepts provided in this document are rently distributed in multiple buildings, would Recommendations produced are in alignment not intended to be the only solution; rather a be consolidated into one of ten existing buildings. with the Stephen F. Austin State University starting point for discussion and visualization of Significant changes include: Campus Master Plan Update 2020 and SFA the campus in the next 10+ years. The concepts Envisioned Strategic Plan 2015 – 2023. presented here should be further refined as SFA Austin Building renovated for purely executive moves forward with this space utilization strategy level administrative purposes The Campus Space Utilization and its Master Plan. 3034 Raguet (Randall House) renovated for It is the intent that the options and recommenda- use by Development Strategy tions which follow provide a “road map” for the Wisely Hall re-purposed, in the long-term, One of the primary focuses of this document is to use of existing facilities to greater efficiency and from an Honors dorm to an administrative strategically plan for growth; rather than simply realign departments in a manner which enhances office building the student and faculty experience while meeting reacting to immediate demands, various program- With administrative functions removed from ming and planning tools have been utilized to the demands of the university’s students, faculty, and staff in the near- and long-term. instructional buildings, faculty and academic assist Stephen F. Austin State University in defin- departments would be able to once again expand ing its goals and determining its facility needs now This space strategy proposes a realignment in place. In some instances, in order to create and in the future. of functions to zone activities based on their better synergies and break down silos which have been created due to their current location

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 1.2 Executive Summary

Legend on campus, some departments are proposed for relocation to a different building on campus in Academic this plan. Student During the strategic planning process, the follow- Administration ing options were proposed. Consideration may be

auet Street auet given to these as potential long-term options or as alternates to the ideas proposed in this document: 1. Rather than moving to Rusk, move International Programs from Liberal Arts Eat ee Street North to a prominent location in the R.W.

rt iverity rive iverity rt Steen Library. 2. Relocate Counseling Services from Rusk to a new addition to Tucker Health Services. This would place Counseling in close proximity to, but not within, the same space of Title IX and Student Rights and Responsibilities once they are relocated to Human Services.

rt Street Eat uti Street 3. Relocate the Purchasing department offices and storage from the Physical Plant to Level 1 of the Library. The proximity to a loading dock would be beneficial to this rt Street group in both the distribution and disposal of university property.

auet Street 4. Consolidate classrooms into “Academic Building(s)” and re-purpose, mothball, or demolish buildings (as appropriate). Eat Starr veue Faculty and departmental administration would backfill classrooms in existing buildings. A number of buildings may be able to Figure 1-1: Proposed Long-Term Organization of On-Campus and Remote Location (inset) Buildings be taken off-line with this approach.

Facility Programming and Consulting rt urc Street Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Eat ai Street Page 1.3 Executive Summary

5. Utilize a vacated College of Education 11. Increase public visibility and access and program initiatives. It is recommended the Annex for Filmmaking, Dance, an to the Stone Fort by dismantling and proposed Phase 3 projects be re-visited after com- “Academic Building”, or for a consolidated reconstructing it on the central green area pletion of Phases 1 and 2 and evaluated for their Information Technology location. located at the current primary university relevance and updated, as required. entry (between Vista, Alumni, and North). 6. Relocate the Library function to another building on campus (ie. Rusk) and re-pur- 12. If Alumni Relations is re-located, consider Preliminary Project Cost pose the Steen Library Building completely utilization of the Tracie D. Pearman Alumni Initial programming for each of the proposed for other uses. Building as a Welcome Center. Proximity relocations will be necessary to accurately project to parking, Student Center, and proposed 7. Reconfigure large lecture halls and assem- individual proposal construction costs. However, functions in Rusk make this location ideal it is possible to prepare a preliminary cost analysis bly spaces within Liberal Arts North and for this purpose. McKibben Education for new functions in order to estimate the projected cost by project (ie. research “dry” labs, faculty offices, etc.). 13. Relocate all Information Technology units, based on conservative estimates of construction including servers, to a new data center on cost per square foot by each type of space pro- 8. Relocate the Math department to Miller campus. posed and building within which work is recom- Science if space programming exercises mended to occur. find efficiencies within the building. This 14. If the existing Campus Recreation Center creates a strong core of spaces for the was to be expanded, in the future, locate In general, 65% of a total project cost is con- College of Sciences and Mathematics. Counseling, the Health Clinic, and other servatively allotted for construction costs. The “wellness related” offices closer or even remaining 35% is utilized for “soft costs”, such as 9. Renovate the recently acquired Kay Bailey housed within the expanded facility. A/E design fees, permitting, materials testing, Hutchison House for new programs which furnishings, fixture and equipment, external util- do not require an on-campus presence or 15. Once renovated for administrative pur- ity infrastructure, contingencies, etc. The actual as an event space. Consider relocation of poses, house Alumni Relations in Wiseley. project budget will be determined by available the Kay Bailey Hutchison Room from the This would eliminate the need to construct funding sources (i.e. tuition revenue bonds), fun- Steen Library to this location in joint cre- a new facility for this function. draising capability and an analysis of the financial ation of a Center of Excellence related to and operational feasibility of the activities. Alternates are listed in no particular order. studies in government, political science, or Preliminary total project costs and proposed other public relations courses. However, some alternates, if chosen, may change the sequence of events or impact other proposals square foot of work, by phase, are provided on the 10. Locate the Culinary Cafe at the Kay Bailey presented in this document. table which follows. Costs are escalated assuming Hutchison House. This may require an work in Phase 2 would occur within 5 years and Note: It is important to recognize that the space Phase 3 within 10 years. All estimates are prelimi- addition for commercial kitchen spaces and utilization strategy is a “living document” that is installation of an elevator for accessibility. nary and provide rough order of magnitude cost subject to change, based on evolving space needs only.

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 1.4 Executive Summary

Table 1-1: Preliminary Total Project Cost Estimate Phases of Work Phase 1 Phase 2 Phase 3 TOTAL Building 1 2 3 Total GSF1 Estimated Cost Total GSF Estimated Cost Total GSF Estimated Cost GSF Estimated Cost 101 Stephen F. Austin Administration Building l l 6,000 $1,680,000 26,000 $8,580,000 — — 32,000 $10,260,000 102 Thomas J. Rusk l l 15,000 $4,200,000 24,000 $7,920,000 — — 39,000 $12,120,000 120 Kennedy Auditorium l 18,500 $4,625,000 18,500 $6,290,000 121 E. L. Miller Science2 l 145,000 $46,400,000 — — — — 145,000 $46,400,000 122 T.E. Ferguson Liberal Arts l l 11,000 $2,970,000 4,000 $1,280,000 — — 15,000 $4,250,000 136 Paul L. Boynton l l — — 13,000 $4,160,000 — — 13,000 $4,160,000 146 R.W. Steen Library l l 209,000 $44,786,000 45,000 $14,400,000 — — 254,000 $59,186,000 147 Lucille Norton HPE Complex (Addition) l 9,000 $2,430,000 — — — — 9,000 $2,430,000 148 R.E. McGee Business l l 6,000 $1,620,000 — — 14,000 $5,040,000 20,000 $6,660,000 149 Robert T. McKibben Education l l l 13,000 $2,194,000 6,000 $1,200,000 66,000 $23,760,000 85,000 $27,154,000 161 Math Building l l 6,000 $1,620,000 17,000 $5,440,000 — — 23,000 $7,060,000 162 Vera Dugas Liberal Arts North l l — — — — 8,000 $2,880,000 8,000 $2,880,000 Recommended Renovations Recommended 185 Human Services l l — — 13,000 $4,160,000 — — 13,000 $4,160,000 187 Student Technical Support l — — — — 3,000 $1,080,000 3,000 $1,080,000 189 Early Childhood Research Center l — — — — 11,000 $3,960,000 11,000 $3,960,000 206 3034 Raguet Street (Randall House) l 7,000 $1,890,000 — — — — 7,000 $1,890,000 526 Housing Operations Annex2 l 3,000 $810,000 — — — — 3,000 $810,000 B Cole STEM Building l 12,000 $2,025,000 — — — — 12,000 $2,025,000 Total Recommended Renovations 460,500 $118,915,000 148,000 $47,140,000 102,000 $36,720,000 710,500 $202,775,000 500 Wisely l — — — — 28,000 $10,360,000 28,000 $10,360,000 nate nate - Alter

Total Alternate Renovations — — — — — — 28,000 $10,360,000 New Agriculture Mechanics Shop (to Replace Bldg. 113) l — — — — 13,000 $3,510,000 13,000 $3,510,000 New Filmmaking Studio/Warehouse l 5,000 $1,350,000 — — — — 5,000 $1,350,000 New

Buildings 534 Stephen B. Tucker Health Services (Addition) l — — — — 4,000 $1,350,000 4,000 $1,350,000 Total New Construction 5,000 $1,350,000 — — 17,000 $4,860,000 22,000 $6,210,000 1. Proposed NASF provided in Chapter 3 has been grossed and rounded to the nearest thousandth utilizing 65% efficiency. Total square feet provided in each phase is estimated based on available information provided by SFA and gathered during on-site tours and interviews; it is for preliminary planning purposes only. Actual scope of renovation and square feet should be verified during the conceptual planning and design process. Facility2. Assumes Programming whole and building Consulting renovation to accommodate recommend programmed use. Gross square feet as reported to THECB and rounded to nearest thousandth.Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 1.5 Executive Summary

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Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 1.6 Current Conditions Campus Overview

Mission: “Stephen F. Austin State University is a comprehensive institution dedicated Introduction to excellence in teaching, research, scholarship, creative work, and service. Through the personal attention of our faculty and staff, we engage our students in a learner-centered ounded in 1923 as a teachers’ college, Stephen F. Austin State University, located environment and offer opportunities to prepare for the challenges of living in the global Fat 1936 North Street in Nacogdoches, Texas, is a community.” university rich in history whose faculty and staff Stephen F. Austin State University Campus Statistics share a passion and commitment to their stu- 1 1936 North Street, Nacogdoches, Texas 75962 dents’ success. Highlights in SFA history include:

Year Founded 1923 Total Headcount (Fall 2016)2 12,742 1932: Lumberjack mascot selected by popu- Total Acres 417.6 Graduate Student Headcount2 1,542 lar vote at a special assembly of faculty and students Total No. of Buildings 153 Doctoral Student Headcount2 60 Total Gross Square Feet (GSF)1 4,685,22 Full-Time Student Equivalent2, 3 10,600 1944: The Stephen F. Austin Experimental Total Net Assignable Square Feet (NASF)1 2,252,963 Total No. Faculty Headcount2 747 Forest (measuring more than 2,500 acres) is Total Education & General Square Feet (E&G)1 998,726 Total No. Staff Headcount4 1,036 established by an act of Congress; it is still in use for recreation, forestry and wildlife man- 1. As reported to the Texas Higher Education Coordinating Board (thecb). Net Assignable Square Feet includes auxiliary agement research and E&G space (area used for teaching, research, or the preservation of knowledge). 1969: SFA is promoted from a college to uni- 2. As reported by the SFA Office of Institutional Research “Jack Facts”, accessed September 2017. versity status 3. Full-Time student equivalent (ftse) is calculated using semester credit hours (sch): (undergraduate SCH/15) + (master’s SCH/12) + (doctoral SCH/9) SFA alumni include the co-discoverer of 4. Includes Academic and Administrative Officers and support staff. Headcount as reported Fall 2015 and provided by SFA. Plutonium, in 1940, at the Manhattan Project’s In addition, SFA employed an approximately 2,500 student/graduate assistants Search SFA  Los Alamos laboratory; an Academy, Golden (http://www.sfasu.edu) (http://www.sfasu.edu) Globe, and Grammy award-winning musician; History of SFA Historical Markers the first female president of the American Medical The Austin Building Efforts by Texas Legislators in 1917 to improve the quality of public education in Texas resulted in provisions to Association; and a former governor of Colorado. establish colleges in East Texas and South Texas. Nacogdoches was chosen over 27 other towns to become home to the new East Texas College. Historian A. W. Birdwell was chosen president of the institution.

This building, designed by architect W. E. Ketchum and named after Stephen F. Austin, Texas' preeminent Anglo American colonizer, was built in 1922-23 and is the university's oldest academic building still in use. Today, SFA supports nearly 13,000 students (of The Austin Building's classical revival style was a typical early 20th century design for college and governmental buildings throughout Texas. Elements of the style are evident in the building's pedimented entry bay with columns, double-door entry at the top of a ceremonial flight of stairs, cast stone detailing, and rhythm of bays defined by pilasters. which nearly 1,600 are graduate/doctoral stu- (../images/austin_building/08-Austin- The Austin building was originally the administrative headquarters and classroom facility for a provincial liberal arts Summer1925.jpg) teachers college comprised almost entirely of Anglo East Texas students numbering in the hundreds. Today it serves as Austin Building, Summer 1925 dents), offering approximately 80 undergradu- the nerve center of a multi-disciplinary university with thousands of students of various cultural and national origins.

Stephen F. Austin Bicentennial 1793 - 1993 Texas Historical Markers on the campus of SFA ate degrees in 120 areas of study (including Texas Historical Marker #9245 is located in front of the Austin Building, near the Founders Square between the Austin Building (1924) and the Rusk Building (1926).

Other markers in this area include a marker to the University Tradition in Nacogdoches, markers to 1 History and degree information are extracted from the SFA website: two early presidents, Alton Birdwell (1870-1954), and Paul Boynton (1898-1958), and markers to http://www.sfasu.edu/about-sfa#section=history, accessed September Stephen Fuller Austin, the Austin Building, Austin Building Figure 2-1: Austin Building (left) and the First Graduating Class (right), circa 1925 (Photo Source: SFA Website) Thomas J. Rusk, and the Rusk Building. 2017.

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 2.1

© 2016 SFASU and Dr. Jere Jackson Contact: Dr. Jere L. Jackson (mailto:[email protected]) SFA Home (http://www.sfasu.edu) Liberal and Applied Arts (http://www.sfasu.edu/laa/) History (http://www.sfasu.edu/history/) Campus Safety (http://www.sfasu.edu/campussafety) Contact SFA (http://www.sfasu.edu/frmemail.asp) Site Policies (http://www.sfasu.edu/2761.asp) Give to SFA (https://forms.sfasu.edu/giving/onlinegift.asp) Current Conditions Campus Overview pre-professional programs), 44 master’s degrees, and three doctoral degrees across the following Austin Street six colleges: Nelson Rusche College of Business James I. Perkins College of Education

College of Fine Arts SFA Piney Creek Lanana Woods Native Arthur Temple College of Forestry & Plant Center Agriculture Raguet Street College of Liberal and Applied Arts College of Sciences & Mathematics Homer Bryce Operating as a completely independent public Stadium university, SFA is not a component of one of the various State of Texas university systems. The lower undergraduate student to faculty ratio, 17:1, provides students with a more individualized East College Street experience, in contrast to that provided at larger William R. Johnson state universities. Almost one-third of the stu- Coliseum dents enrolled call the SFA campus home and live in one of 16 residence halls. The campus covers R.W. Steen Library approximately 418 acres located in the heart of Vista Drive historic Nacogdoches, known as “The Oldest Drive University Town in Texas.” Gri th Boulevard The main SFA campus (Figure 2-2) is bounded on the west by both North and Raguet Streets and to the north by both East College and Austin Streets. Wilson Drive The eastern border is primarily University Drive, North Street Clark Boulevard Clark Starr Avenue although the university does own additional property to the east (partially indicated). The southern boundary is Starr Avenue. The Figure 2-2: Main Campus Location

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 2.2 Current Conditions Campus Overview

buildings within this perimeter consist of the majority of facilities utilized by SFA. The area includes academic, residential, and administrative Figure 2-5: O - Campus Buildings functions, as well as the R.W. Steen Library. The campus extends to the north between Raguet North East Stallings Drive Street and University Drive to Austin Street. This northern portion of campus includes the Early Childhood Research Center (ecrc), Homer Bryce Stadium, the SFA Pineywoods Native Plant Center, and several other, smaller buildings. Buildings north of the ECRC are typically considered as remote locations, while the ECRC and buildings to the south are typically considered on-campus. North Street Figure 2-7: - Remote Buildings SFA also utilizes additional buildings off-campus. Among these is the Dewitt School of Nursing complex, located approximately 2.8 miles north of campus on North Street, and the Science Research Center (src). Figure 2-4: On - Campus Buildings The Building Location Key Plan indicates the location of the buildings which were included in this study. A detailed key and list of the buildings is provided in Figures 2-4 thru 2-7 and Tables 2-1 and 2-2. THECB defines location as: On-Campus - facility is on the main campus Figure 2-6: - O -Campus Buildings Main Street Off-Campus - facility is on a branch or specialized campus Remote Location - The facility is at a remote or isolated location (i.e., any location not contiguous with a portion of the main campus but Figure 2-3: Building Location Key Plan not a separate, specialized campus, as such)

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 2.3 Current Conditions Campus Overview

Table 2-1: Building Inventory Summary - On-Campus Facilities Net Gross Net Gross Assignable Square Assignable Square Square Feet Feet Square Feet Feet 1 1 Leased Leased Owned Owned Year Year Year No. Building Name Constructed (NASF) (GSF) No. Building Name Constructed (NASF) (GSF) 101 Stephen F. Austin Administration Building l 1924 25,260 40,963 153 University Police l 1976 4,637 6,088 102 Thomas J. Rusk l 1926 23,394 42,332 154 Agriculture l 1977 16,117 23,009 103 Chemistry l 1938 15,553 26,759 157 Agriculture Greenhouse 1 l 1977 4,959 5,111 104 Physical Plant l 1951 17,227 21,680 158 Human Sciences South l 1981 6,403 11,020 106 Forestry Laboratories l 1949 6,403 9,342 160 Forestry Greenhouse l 1982 6,968 8,290 109 L. E. Griffith Fine Arts l 1959 41,670 63,355 161 Math Building l 1983 38,113 70,177 110 Military Science l 1965 4,101 5,552 162 Vera Dugas Liberal Arts North l 1984 28,381 55,517 113 Agriculture Mechanics Shop l 1963 8,377 9,200 163 Motor Pool l 1984 10,301 13,500 114 Shelton Gym l 1950 20,105 28,264 164 Agriculture Greenhouse 2 l 1982 2,667 2,688 120 Kennedy Auditorium l 1968 8,215 14,268 165 Agriculture Headhouse l 1982 1,509 1,657 121 E. L. Miller Science l 1968 86,715 144,550 180 SFA Theater l 1950 6,868 9,836 122 T. E. Ferguson Liberal Arts l 1969 45,133 75,000 183 School Of Social Work l 1949 8,974 15,345 123 Human Sciences Building l 1970 10,021 18,592 184 Fine Arts Annex l 1950 2,162 3,489 124 Tom & Peggy Wright Music l 1970 36,236 59,105 185 Human Services l 2004 33,789 59,528 131 Art l 1982 21,465 33,110 188 Filmmaking l 1923 2,650 4,326 132 Art Studio l 1972 12,539 14,550 189 Early Childhood Research Center l 2009 82,519 123,231 133 President’s Home l 1957 2,776 4,626 193 310 E Starr l 1915 N/A 4,054 136 Paul L. Boynton l 1957 21,715 41,703 202 Filmmaking Storage l 1923 647 647 137 Forestry Building l 1970 30,559 51,695 500 Wisely l 1935 16,474 27,456 138 Purchasing and Central Stores l 1963 20,390 25,251 526 Housing Operations Annex l 1971 2,033 3,000 139 Stone Fort l 1936 2,874 5,060 533 Baker Pattillo Student Center l 1960 107,708 224,021 146 R. W. Steen Library l 1973 164,799 237,044 534 Stephen B. Tucker Health Services l 1978 6,763 11,200 147 Lucille Norton HPE Complex l 1974 77,487 113,293 536 Tracy D. Pearman Alumni Building l 1982 2,268 2,483 148 R. E. McGee Business l 1974 45,852 89,569 550 Student Recreation Center l 2007 57,602 78,820 149 Robert T. McKibben Education l 1974 48,074 89,569 A Residence Life Operations Building2 l 2017 — 32,000 152 College of Education Annex l 1975 17,729 31,469 B Cole STEM Building2 l 2018 — 85,000 1. Where N/A is noted for NASF, information was not available as reported to THECB. 2. At the time of publication, Buildings “A” (new Residence Life Operations Building) and “B” (new STEM Building) were not assigned a Building Number in THECB inventory. Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 2.4 Current Conditions Campus Overview

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Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 2.5 Current Conditions Campus Overview

Table 2-2: Building Inventory Summary - Off-Campus (left) and Remote Facilities Net Gross Net Gross Assignable Square Assignable Square Square Feet Feet Square Feet Feet 1 1 Leased Leased Owned Owned Year Year Year No. Building Name Constructed (NASF) (GSF) No. Building Name Constructed (NASF) (GSF) 191 Dewitt Nursing Administration l 2010 6,283 13,781 168 Tucker House l 1986 2,599 3,943 st ustin treet 192 Dewitt Nursing Education l 2010 19,285 29,217 186 University Safety l 1964 2,119 2,835 195 Ed And Gwen Cole Art Center l 1910 6,623 9,460 187 Student Technical Support l 2001 2,962 3,879 205 Dewitt Nursing Annex l 2010 3,470 4,246 190 Music Preparatory School l 1928 N/A 4,392 206 3034 Raguet Street (Randall House) l 1975 N/A 6,737 st ustin treet 1. Where N/A is noted for NASF, information was not available as reported to THECB. ort treet Off-Campus Facilities: Remote Facilities:

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Figure 2-6: Aerial View of downtown Nacogdoches,st in TX treet Figure 2-7: Aerial View of Remote On-Campus Buildings

ort Cur treet Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 2.6 st in treet Current Conditions Division and Department Overview

Table 2-3: Distribution of Square Feet by THECB Building Type (2016) The SFA building inventory contains approxi- 2 Division and Department Net Education Gross mately 4,685,222 gross square feet (gsf). This Assignable and General Square translates into approximately 2,252,963 net assign- Overview Square (E&G) Feet able square feet (nasf), of which 998,726 NASF is Building Type Feet (NASF) NASF (GSF) reported as education and general (e&g) space.3 SFA is composed of six Divisions - Academic Academic / Residence 14,384 — 23,973 The existing campus inventory is classified by Affairs, University Affairs, Finance and Administration, University Advancement, Agricultural Services 14,647 14,147 30,417 the Texas Higher Education Coordinating Board 4 Institutional Research, and Intercollegiate Auxiliary Services 327,209 857 1,533,540 (thecb) into nine types (Table 2-3). Athletics - which provide a variety of administra- General Purpose 1,108,848 954,418 1,770,029 When the reported E&G inventory is allocated tive, academic, and support departments respon- Non-Institutional Agency 21,796 — 30,041 by the five factor areas used by the THECB, the sible for the daily operations of the university Physical Plant 30,631 29,304 67,421 majority (44%) of NASF is within the Teaching (Figure 2-9). Each of the first four Divisions is Renovations Not Provided — 4,054 category, followed by Office (27%), which managed by a Vice President; the latter two are 5 Residence, Family 52,678 — 87,796 includes faculty, and Library (16%) (Figure 2-8). overseen by a Director. Residence, Single 682,770 — 1,137,951 A detailed facility inventory of buildings which The Executive Leadership at SFA includes the TOTAL 2,252,963 998,726 4,685,222 are included in this study, identifying ownership, President, Vice Presidents of each Division, location, year constructed, number of floors, and and Board of Regents (bor). Both the General condition (as defined by THECB), as well as a Counsel and Audit Services provide the BOR and 500,000 442,695 listing of excluded facilities, may be found in the President an independent analysis and appraisal 450,000 Appendix of this document. of topics related to their area. 400,000 General Counsel provides legal advice and con- 350,000 sultation on a broad range of laws, regulations, 300,000 273,216 and policies that impact the university, as well as serve as a liaison between the university and its 250,000 2 (https://www1.thecb.state.tx.us/apps/facinv/ related and affiliated entities on legal and policy 200,000 FacSearchBldgResults.cfm) 163,178 3 Auxiliary space, such as dormitories, bookstores, intercollegiate issues. 150,000 athletics, or other auxiliary enterprises are not included in E&G. Audit Services conducts internal audits; coordi- Net Assignable Square Feet (NASF) Feet Square Assignable Net 4 For this study, buildings classified as Academic/Residence and 76,632 100,000 Agricultural Services have been excluded. In general, both Family and nates external audits and reviews; facilitates enter- 42,350 50,000 Single Residence building are also excluded from this study, with the prise wide risk assessment; oversees the fraud and exception of Wisely Hall and the President’s Home. ethics reporting system; performs investigations; 0 5 Thesum of the five factor square footage is approximately 655 Teaching Library Research Office Support NASF less than the total reported to the THECB (998,726 NASF). and assists with special projects for the BOR and For this document, it is assumed the variance is due to rounding and President. Figure 2-8: Distribution of NASF by THECB Categories (2016) is negligible.

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 2.7 Current Conditions Division and Department Overview

A brief description of each Division and Board of Department is included on the following pages, Regents as well as primary concerns and observations collected from questionnaires and on-campus General Audit interviews with representatives which inform the Counsel Services recommendations in this study. Descriptions are organized as follows: President Academic Affairs Administrative offices Provost & Academic University Finance and University Institutional Intercollegiate Academic Colleges Affairs Affairs Administration Advancement Research Athletics Graduate Studies Rusche College Associate Title IX Budget Development Business Affairs University Affairs Provost (2) of Business Finance and Administration Enrollment Perkins College of Campus Recre- Compliance/ Controller Alumni Relations University Advancement Management Education ation Student Services Institutional Research Environmental University International College of Divisional Health, Safety, & Marketing External Affairs Intercollegiate Athletics Programs Fine Arts Operations Risk Mgt. Communications SFA departments, both administrative and aca- Temple College School of Honors Human Academic demic, occupy multiple buildings on campus. of Forestry & Student Affairs Figures identifying current location are included Agriculture Resources Services with each of the descriptions and findings which Research and 6 Sponsored College of Liberal Financial follow. Student Services Head Coaches Programs and Applied Arts Services

Student Student Financial Aid College of Sciences & Mathematics Publications & Physical Plant Athletic Trainers Divisional Media

Graduate Information Procurement & Studies Public Safety Wellness Center Technology Property Services 6 In general, departmental descriptions and photos which follow have been extracted from the respective SFA website or from questionnaire Figure 2-9: SFA Organizational Chart (Primary Academic and Administrative Departments) responses submitted in relation to this project.

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 2.8 Current Conditions Division and Department Overview • Academic Affairs

Academic Affairs The Office of the Provost and Vice President for Academic Affairs coordinates and facilitates the university’s academic mission, provides leadership for academic initiatives, supports activities for the Colleges and other units within Academic 101 Affairs, allocates resources, and assesses prog- 162 ress in achieving the university’s academic goals. 102 122 149 Division activities are located in ix buildings on 146 campus. The VP for Academic Affairs was content with their space allocation and did not anticipate additional space to accommodate future growth or expansion of existing programs. Associate Provost There are two Associate Provost positions within Academic Affairs. The first is responsible for over- Figure 2-10: Academic Affairs - Existing On-Campus Locations sight of the Library, Center for Teaching and No. Building Name Department Name Learning, and the Student Success Center. The 101 Stephen F. Austin Administration Building Vice President for Academic Affairs; second is responsible for the Office of Student Student Financial Aid Learning & Institutional Assessment and the 102 Thomas J. Rusk Enrollment Management (Admissions and Registrar); Office of Space Scheduling and Utilization. Research and Sponsored Programs

122 T.E. Ferguson Liberal Arts Office of Student Learning & Institutional Assessment; Library Space Scheduling and Utilization The Ralph W. Steen Library provides access to 146 R.W. Steen Library Library; relevant scholarly resources and services, flex- Center for Teaching and Learning; ible learning spaces, and technology support to Student Success Center help students achieve academic success, develop 149 Robert T. McKibben Education School of Honors critical thinking skills, and become life-long learn- ers. The Library supports faculty, staff, and the 162 Vera Dugas Liberal Arts North International Programs

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 2.9 Current Conditions Division and Department Overview • Academic Affairs

larger academic community in the advancement Center (oclc); promotes resource sharing and laser printers; manages the information of excellence in teaching, research, scholarship, and discoverability. technology needs for departments residing creative work, service, and the preservation of Center for Digital Scholarship – Maintains in the library as well as library computer labs the cultural and historical identities of the univer- ScholarWorks; supports and assists in devel- and classrooms. sity and the East Texas community. The Library opment and creation of digital information; Web Services – Supports and develops library provides the following services to SFA students, digitizes paper-based items and multimedia website(s); utilizes and maintains library web- faculty, and staff: conversions. related servers and applications; oversees the Access Services – Circulation of materials, East Texas Research Center (etrc) – Emerging Technologies Lab. course reserves, study rooms, lockers, courier, Houses East Texas Archives, including Research and Instructional Services – printing, faxing, library information, and stack items of historical value; maintains Digital Assists in information quests; develops maintenance. Archives and Collections; oversees records research skills from hands-on and classroom Acquisitions Services & Interlibrary Loan – management. experience; has subject liaisons available for Purchases materials for the library, Interlibrary Library Administration – Oversees overall one-on-one, phone and e-mail consultations. Loan service, thesis/dissertation binding, library operations including budgeting, staff- The Library is also home to the Senator Kay oversees Scantron Test grading, and repair- ing, payroll, equipment and supply ordering, Bailey Hutchison Room, created in 2012 on the ing library materials. policy, and assessment. second floor, which replicates the Senator’s D.C. Cataloging Services – Catalogs materials in Library Systems – Supports and maintains office and houses artifacts donated by her. the library collection; maintains records in the mobile devices, laptop and desktop computers, library catalog and Online Computer Library

Figure 2-11: Group Work and Study Areas in the Library Upper Floors (left, middle); East Texas Research Center Stacks (right) (Photo Source: FPC)

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 2.10 Current Conditions Division and Department Overview • Academic Affairs

Observations and Findings Study rooms have a current demand that far The recently constructed Emerging exceeds the supply. Additionally, the size and Technologies Lab includes two room-scale In addition to a 100-seat open computer lab, lack of technology in the existing rooms pro- stand-up virtual reality (vr) stations in sound- the Library currently houses three computer hibits flexibility in reconfiguring to address proof rooms and four sit-down stations which classrooms (InfoLabs 01 and 02; LINC Lab) student needs. provide content creation and learning oppor- and three, 30-seat classrooms available for tunities with VR-compatible technologies for scheduled use by all departments. A desire was expressed that several of these spaces be able to support student video and the SFA community. The lab is also equipped Overall, square footage in the Library has playback of student practice presentations with two 3-d printers. While initial interest is been adequate to meet the needs of the uni- (ie. one-button studio capability). high, the space is currently limited in expan- versity since its initial opening. As both tech- sion in its current location. Additionally, a dedicated study space spe- nology and how students use the space have Principal complaints received from visitors evolved over time, the building has been able cifically for graduate student study and collaboration is desired. to the Library include noise and temperature to accommodate many of the requests within control. Focus groups in the past have found its footprint without an impact to the Library Acquisitions Services and Interlibrary loan that the building aesthetics are neither attrac- function, itself. The Library has not had any staff share similar duties, but employees tive nor conducive to studying. significant renovations since the 1990s. are currently intermingled with Cataloging While the Library does not currently utilize an Modifications include reduction to the Services, which creates some logistical problems. off-site repository, discussions have occurred collections footprint for expansion of the in the past of SFA joining the University of digital print collection (1980s), creation The Center for Digital Scholarship is currently Texas and Texas A&M University systems of increased number of group study areas housed on two floors, creating inefficiencies repository to house low-circulation books and student workspace, installation of the in operations. and documents, thereby freeing space in the Emerging Technologies Lab, and designa- The ETRC is in need of additional space for Library for new uses. tion of several individual study rooms for collections storage and processing. Due to the use by the Student Success Center. large amount of collections and limited space According to library staff, 24-hour access has in which to expand, shelving units have been been one of the most consistently requested placed too close together to be fully accessible modifications from students, the building’s and overfilled, creating an unsafe environ- primary users. While it is not feasible logisti- ment. Collections in this area are not prop- cally or economically to operate the entire erly temperature or humidity controlled for facility at this scale, it may be possible to estab- archival storage. Minimal space is provided for lish a smaller footprint which is accessible for guests wishing to view collections for research. after-hours use.

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 2.11 Current Conditions Division and Department Overview • Academic Affairs

Center for Teaching and Learning Center itself, which oversees academic student support programs including GenJacks and schol- The Center for Teaching and Learning ctl( ) arship groups such as the Smith-Hutson scholars. provides training for faculty who teach both face-to-face and online. The majority of this The SSC collectively supervise and assist stu- training occurs in the CTL, currently located on dents, but particularly first-year students (includ- the second floor of the Library. These training ses- ing dual credit and early college high school sions vary between eight and 30 faculty members. students, first-time/full-time freshman, transfer Additionally, CTL hosts one three-day confer- students, and returning non-traditional students) ence at its location annually. as they transition into university. Staff strive to Observations and Findings help students begin performing at the highest level possible as quickly as possible. The space that CTL currently occupies Observations and Findings accommodates its administrative functions. However, a training lab with movable furniture The entities which comprise the SSC are cur- and the flexibility to configure it in multiple rently housed on multiple floors and locations layouts would be advantageous for active in the Library. To enhance its identity and vis- learning educator development. ibility to its customer base, it is desired these functions be co-located and consolidated to a A location on-campus which allows the CTL single area, to the greatest extent possible. This to partner with the Library and the Student will also assist with operational efficiencies. Success Center to offer support for faculty and students is ideal. Programs require access to general classrooms of varying sizes and layouts for collaborative Student Success Center student gatherings such as group advising, ori- The Student Success Center ssc( ) supports entation sessions, and academic presentations, undergraduate students by optimizing campus as well as large lecture halls and conference resources through innovative programs which rooms to host webinars, guest speakers, and empower students to attain academic success and academic workshops/presentations. persist toward graduation and beyond. A combination of open study area (“learning The SSC is comprised of the following units: commons”), with 24-hour access, and private Academic Assistance and Resource Center study rooms for individual and small group (aarc), Academic Advising/ Texas Success use is desired. Initiative (tsi), SFA 101, and the Student Success Figure 2-12: InfoLab 02 (top); AARC (bottom) (Photo Source: FPC)

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 2.12 Current Conditions Division and Department Overview • Academic Affairs

Office of Student Learning & Institutional Enrollment Management Assessment and the Enrollment Management is composed of two Office of Space Scheduling and Utilization offices - Admissions and the Registrar. The func- The Office of Student Learning & Institutional tion of Admissions is to contact, recruit, admit, Assessment (oslia) is primarily concerned enroll, and process prospective undergraduate with the overall effectiveness of the university students to SFA. The Registrar is responsible for (planning, goals, and objectives) and the collec- verification of enrollment, providing transcripts, tion and analysis of data that informs the attain- publishing the class schedule and enabling and ment of goals and objectives, to include student monitoring class registration, course withdraw- learning. This office interacts with every campus als and drops, and graduation execution. Both department via phone, email, and in-person com- functions are currently housed in the Thomas J. munications. Interaction includes data review Rusk Building. meetings, planning sessions, and basic support Observations and Findings for software and general questions. Admissions The Office of Space Scheduling and Utilization is directly related to this study and will be charged This office is currently divided between with executing the recommendations. Staff in the first and second floors of Rusk. While this office work primarily within the Academic the office is functional, this situation is Affairs Division, but also work frequently with not ideal. Additional storage space, access the Finance and Administration Division. to a larger group meeting room for family Observations and Findings consultation, and an open work area for promotional material assembly is desirable. These two university administrative offices The Admissions Data Center (first floor) are currently housed on two floors of the provides individual processing offices, academic T. E. Ferguson Liberal Arts. This as well as a reception area. While from a location limits growth of the academic depart- processing function the area is adequate, ments currently housed in Ferguson. from a “work space” function, especially Discussions have occurred regarding a future for recruitment processing, storage and merger of these two offices. Consolidation to work area is inadequate. Due to limited in- a single floor and/or location is desirable for house storage, items are stored off-campus both enhancement of collaboration opportu- at the SRC. Figure 2-13: Admissions Visitor Room, Rusk Building (photo Source: FPC) nities and supervisory requirements.

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 2.13 Current Conditions Division and Department Overview • Academic Affairs

Visitors are greeted, escorted on tours, International Programs Observations and Findings and families counseled in the Admissions Office (second floor). This area serves The Office of International Programsoip ( ) has While the current square footage of the OIP in as one of the initial interaction points of three main areas of responsibility: Vera Dugas Liberal Arts North is adequate, the prospective students with SFA and is in 1. International Student Services: location on an upper floor limits its visibility desperate need of aesthetic improvements Responsibilities include recruitment, and ability to serve a greater student audience. (carpets, furniture, paint and visual appeal admissions, orientation, and immigration A ground floor location would benefit the is outdated). maintenance, as well as student advising. study abroad program and raise awareness of services offered to both students and faculty. Large group tours (ie. middle and high 2. Study Abroad school age) and presentations are con- Additional storage capability for large promo- ducted from the nearby Baker Pattillo ■■ Faculty - Assist with faculty proposal tional items is desirable. Student Center. Individual tours are development and planning, logistics Access to small, general classrooms equipped accommodated from the Rusk Building. for programs, application process- with technology, to support the ESL program, Visitors await their tours in a designated ing and maintenance (follow-up with as well as a larger classroom to host events room on the second floor. The space was students). and training sessions would be beneficial and updated several years ago as a class project ■■ Students – Advise on study abroad improve outreach and education efforts. by the Interior Design students and, while options (faculty-led programs, study it provides an open, welcoming feel, staff abroad, internships). describe the visual appeal as lacking. ■■ Departments – Assist programs to Registrar develop study abroad/exchange This office is located on the second floor of agreements/partnerships. Rusk in space which was renovated within 3. English Language Institute (eli): Offer the past five years to meet its needs. full-time intensive English as a second language (esl) programs to international students who currently do not meet SFA’s English proficiency requirement or to those who wish to improve their academic English skills.

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 2.14 Current Conditions Division and Department Overview • Academic Affairs

School of Honors Research and Sponsored Programs Student Financial Aid The School of Honors program offers small The Office of Research and Sponsored Programs The Office of Student Financial Aid is responsible classes specifically designed to develop critical (orsp) provide services to all faculty and staff for of all federal, state and institutional financial thinking skills, to expand the scope of investiga- related to external and internal funding proposals, aid programs. This includes compliance moni- tion of a topic, and to explore issues in greater grant project management, and research compli- toring of every program, awarding and disburs- depth than can be done in conventional classes. ance. Responsibilities include coordinating and ing of all aid programs, and reconciliation of all The program also features interdisciplinary working with other support offices, administra- aid programs. More than 70% of SFA’s student courses that encourage students to make connection, and external agencies. population is receiving some type of financial aid. tions among diverse areas of learning. Finally, the Observations and Findings Observations and Findings Honors Program endeavors to develop students who are prepared to become active and thought- A shared suite of offices would be beneficial Ideally, this office would be located adjacent ful members of the SFA community by involving based on the collaborative duties of the ORSP to Enrollment Management and the Business faculty working together with honors students on staff. An area which allows for private con- Office to facilitate the student experience and challenging topics. versations is necessary due to discussions of minimize the number and length of trips which Observations and Findings contract negotiations, grant issues, proprietary students must make between these offices. information, etc. This office receives a large number of visitors The current office provides inadequate work- At the time of publication, plans were in prog- during and prior to the Fall semester registra- space for the number of full-time staff and ress to merge this department with Graduate tion. A service counter and queuing area which student workers which are housed within it. Studies. is flexible to accommodate additional staff Access to a quiet study area for individual and during this peak period is essential to minimize group work is essential for the students in this congestion and handle intake effectively. program. Privacy is essential in this office which deals with sensitive financial information.

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 2.15 Current Conditions Division and Department Overview • Academic Affairs• Rusch Collg of Busines

Academic Colleges Academic Colleges also fall under the purview of Academic Affairs. Their facility locations are

shown on the following pages, by department Street Raguet within each of the six Colleges. Rusche College of Business The Nelson Rusche College of Business has pro- ast ollege Street

vided students with a personalized classroom rie niersity North experience since the inception of business administration degree program in 1940. Departments include Business Communications & Legal Studies, Economics & Finance, Management & Marketing, and the School of Accountancy. Programs emphasize hands-on, experiential learn- 148 ing, and promote opportunities for students pur-

suing a degree in this College to participate in North Street internships, leadership development activities, and career readiness programs. Degrees awarded include: Bachelor of Business Administration (b.b.a.), Bachelor of Arts (b.a.), Master of Business Administration (m.b.a.), and Master of Professional Accountancy (m.p.a). The Rusche College of Business is housed in only one building on campus, R.E. McGee Business (No. 148). This building solely supports the space needs for this particular College’s classrooms and ast Starr Aenue faculty offices. Figure 2-14: College of Business - Existing On-Campus Locations No. Building Name Department Name 148 R.E. McGee Business Building Rusche College of Business

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 2.16 Current Conditions Division and Department Overview • Academic Affairs• Rusch Collg of Busines

Observations and Findings Administration, which are complementary to the existing programs within the McGee In general, academic programs housed in this Business Building and could result in benefi- building find their space to be adequate to cial synergies with both existing programs and their needs, although some improvements in proposed initiatives. the office layouts, for example, would provide a better functioning space for communication A number of departments within the College between staff, as well as student interaction. indicated that the layout (ie. traditional versus collaborative) and/or general classroom size A number of future initiatives, including a available was not appropriate to the sections Sales Institute and Leadership Institute, are they typically teach. “Right sizing” the class- envisioned by the Dean. These initiatives may rooms may result in greater utilization and require additional space needs for faculty and opportunities to repurpose, through minimal instruction associated with them. renovation, the remaining spaces. This College operates a one-button studio Renovations to the third and fourth floors to which is able to be scheduled by students include lobby spaces, common areas, class- in the various degree programs within the rooms and an innovation hub, were approved College. During discussions with the Library, by the Board prior to publication of this report. creation of this type of space was mentioned. Proposed renovations do not alter the recom- To increase utilization and minimize mendations provided in this study. duplication of expensive, technology intense spaces in multiple locations on campus, consideration may be given to relocating spaces like this to the Library, or other central, on-campus location, which would provide greater access and benefit to all of the SFA community. Visual observation of the existing building at the time of this study revealed a number of underutilized and mothballed classrooms which could be renovated to accommodate Figure 2-15: Mothballed Classrooms No. 458 (top) and No. 464 (middle); other degree programs located on campus, Example of Underutilized Classroom No. 121 (Fall 2015) (photo Source: FPC) such as Merchandising and Hospitality

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 2.17 Current Conditions Division and Department Overview • Academic Affairs• Perkins College oof Education

Perkins College of Education The James I. Perkins College of Education 189 (pcoe) includes the Departments of Elementary Education, Human Services, Kinesiology and Health Science, and Secondary Education and Educational Leadership, and the School of Human Sciences. Each offers programs of study in educator certification, as well as in various non- teaching programs. The College departments are housed in eight buildings.

The College is a an inclusive learning commu- 185 nity that embodies access, equity, diversity, cultural relevance, and collaboration in teaching, research, service, and community engagement. Its 149 programs offer real-world knowledge to prepare students to be successful professionals.

114 147

152 Figure 2-16: College of Education - Existing On-Campus Locations No. Building Name Department Name No. Building Name Department Name 123 114 Shelton Gym Kinesiology and Health Science 152 College of Education Annex Kinesiology and Health Science; School of Human Sciences 158 123 Human Sciences Building School of Human Sciences 158 Human Sciences South School of Human Sciences 147 Lucille Norton HPE Complex Kinesiology and Health Science 185 Human Services Human Services 149 Robert T. McKibben PCOE Administration; 189 Early Childhood Research Elementary Education Education Secondary Education and Center Educational Leadership

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 2.18 Current Conditions Division and Department Overview • Academic Affairs• Perkins College oof Education

Observations and Findings student enrollment grow, an increase in and Dance, consideration may be given to the number of faculty offices is anticipated. relocating Dance near and/or into build- College of Education Administration Privacy is a concern in the clinical spaces ings with existing Fine Arts programs. The three main offices that serve approxi- and acoustics could be improved. Secondary Education and Educational mately 1/3 of all enrolled students at SFA Leadership are located on two floors of the McKibben Kinesiology and Health Science Education Building - the Office of Student This department houses four programs: Additional faculty offices are necessary to Services & Advising on the first floor; the Kinesiology/Physical Education Teacher accommodate recent and proposed hires. Office of Assessment & Accountability and Education (Early Childhood-12th School of Human Sciences the Dean’s Office on the second. Grade), Kinesiology/Fitness and Human This academic unit houses six majors: To optimize student services and faculty Performance (fhp) Studies, Health Human Development and Family Studies, services, these three offices should be Science (Community Health), and Dance. Hospitality Administration, Family and located on a single floor (first floor -pre Athletic facilities are outdated, crowded, Consumer Sciences, Food, Nutrition and ferred) and be contiguous. and in need of renovation and/or improve- Dietetics, Merchandising, and Interior Elementary Education ments to support current and proposed Design. programs. This department was content with their The Culinary Café kitchen and the dining space allocation and did not anticipate Kinesiology/FHP classes and labs are held room lack adjacency, separated by a cor- additional space to accommodate future in the Education Annex which originally ridor, resulting in an unsanitary and poor growth or expansion of existing programs. housed SFA’s Early Childhood Lab. FHP educational experience for the students . classes are essentially exercise science A large costume collection is maintained Visual observation of the Early Childhood classes. They make frequent use of scien- Research Center revealed a number of in this unit for use by the Merchandising tific equipment, which is currently housed degree program. Current storage is inade- underutilized classrooms and vacant office in a space not designed for the equipment areas which could be renovated to accom- quate and improperly temperature/humid- or for laboratory activities, experimental ity controlled for textile preservation. modate other College of Education degree work, etc. programs. In many peer institutions, Interior Design Dance performance space is non-existent Human Services is located within the College of Fine Arts. and studio space in existing building is To promote collaboration and explore This department was content with their lacking and inadequate to meet the needs potential synergies between COFA and space allocation. However, enrollment to of the program. In many peer institutions, Interior Design, consideration may be the graduate program has been capped Dance is located within the College of given to relocating Interior Design near due to space constraints and available fac- Fine Arts. To promote collaboration and and/or into buildings with existing COFA ulty to support expansion. Should their explore potential synergies between CoFA programs.

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 2.19 Current Conditions

Division and Department Overview • Academic Affairs• College oof Fine Arts Raguet Street Raguet 180 College of Fine Arts 184 The College of Fine Arts cofa( ) includes the School of Art, School of Music, and School of ast ollege Street

Theatre. The College provides professional North niersity rie niersity North preparation to students aspiring to careers in the 124 visual and performing arts, as well as provide 136 relevant educational experiences in the arts for 109 the general university students. The College 132 131 activities are housed in 11 buildings. COFA also maintains a highly visible performance program that accounts for approximately

44,000 visitors to SFA annually to see Children’s North Street Performing Arts Series, University Series, Mainstage Theatre productions, gallery open- ings, and operas and concerts from the School of Music. COFA facilities are also rented to community groups, such as the Heritage Festival, Venetia and Goebel dance recitals, and other events.

ast Starr Aenue 188 193 202 Figure 2-17: College of Fine Arts - Existing On-Campus Locations No. Building Name Department Name No. Building Name Department Name 109 L.E. Griffith Fine Arts College of Fine Arts Administration; 184 Fine Arts Annex School of Art; School of Music; School of Theatre School of Theatre 124 Tom and Peggy Wright Music School of Music 188 Filmmaking School of Art 131 Art School of Art 190 Music Preparatory School* School of Music 132 Art Studio School of Art 193 310 E. Starr (Vacant) School of Art 136 Paul L. Boynton School of Music 202 Filmmaking Storage School of Art 180 SFA Theater School of Theater * Not Shown Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 2.20 Current Conditions Division and Department Overview • Academic Affairs• College oof Fine Arts

Observations and Findings Graduate student studio space is not adequate. College of Fine Arts Administration In general, storage space is inadequate. Off- Due to space constraints in its original loca- site storage is being rented for exhibition tion, the COFA administration is housed in pedestals, crates, and other items which three locations between the Griffith Fine are not used on a daily basis. Arts Building and the ECRC. School of Music School of Art Access to additional classroom space, a The Filmmaking program, currently larger performance venue, and a state-of- housed at 318 Starr (No. 188), is extremely the-art recording studio in which to house limited in instructional space and lacking a the Sound Recording Tech program is soundstage, or similar flexible studio area, desired, in addition to faculty offices. for student use. 310 E. Starr (No. 193) was formerly utilized for filmmaking studio, Existing buildings are showing their age but was vacant and mothballed at the time and in need of aesthetic updates. of this study due to building condition. A School of Theatre suitable soundstage or other studio filming Although the scene shop is now a first-rate environment is desirable. facility, it is not in the principal theatre The woodshop for the School of Art is building. Properties storage is located in a inadequate in size to accommodate the sufficiently large space, but with a dirt floor. number of students it needs to serve. The An addition/renovation to the Griffith Fine Figure 2-18: Students in the CoFA Schools of Art (top) and Theatre recently vacated Housing Operations (Photo Source: SFA Website) Arts Building is anticipated in the future which Annex has been designated for the School would include a Black Box Theater and proof Art to assist in alleviating this situation. vide additional instruction and lab space for Due to limited space in the Art and Art the Schools of Music and Theatre. Funding Studio Buildings, Art Education is cur- has not yet been allocated for the proposed rently taught in the Ferguson Building. The renovation, but construction of this addition remoteness of this location to all other art may alleviate many of the space constraints classroom spaces limits the ability to share the Schools face today and allow for expan- resources and interaction with the SFA art sion and repurpose of existing space within community. Griffith.

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 2.21 Current Conditions Division and Department Overview • Academic Affairs• Temple College oof Forestry and Agriculture

Temple College of Forestry and Agriculture Since 1946, the Arthur Temple College of Forestry and Agriculture (atcofa) at Stephen F. Austin

State University has worked to produce society- Street Raguet ready professionals equipped with the skills and 106 knowledge necessary for the ever-evolving realm of natural resource management. 137 160 113 Located in the piney woods of East Texas, ast ollege Street

ATCOFA consists of one of the South’s top rie niersity North forestry schools, as well as a nationally ranked Division of Environmental Science. The College’s Agriculture and Spatial Science programs also are on the cutting edge of research and use of technology in their respective fields. College departments 154 157 are housed in eight buildings on the main campus. 164 The College of Forestry and Agriculture also 165

utilizes the Tucker House (No. 168) at the North Street Pineywoods Native Plant Center (north of the main campus).

Figure 2-19: College of Forestry and Agriculture - Existing On-Campus Locations No. Building Name Department Name No. Building Name Department Name 106 Forestry Laboratories Environmental Science; Forestry 157 Agriculture Greenhouse 1 Agriculture 113 Agriculture Mechanics Shop Agriculture 160 Forestry Greenhouse Forestry 137 Forestry Building College of astForestry Starr and Aenue Agriculture 164 Agriculture Greenhouse 2 Agriculture Administration; Environmental Science; Forestry; Spatial Science 154 Agriculture Agriculture 165 Agriculture Headhouse Agriculture

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 2.22 Current Conditions Division and Department Overview • Academic Affairs• Temple College oof Forestry and Agriculture

Observations and Findings The Agriculture Building houses the Soil, Plant & Water Analysis Laboratory which College of Forestry and Agriculture services the public by analyzing soil, plant/ Administration forage, and water samples and gives recom- Administrative staff are not located in a mended soil fertility and water composi- contiguous or easily identifiable location. tion recommendations. This laboratory is Prospective students, current students, and outgrowing its current space. Remaining visitors cannot easily find the entrance to laboratory spaces located in the building the offices. Reconfiguring walls and better are antiquated and/or no longer fit the utilization of unused space would greatly needs of the department. improve effectiveness and efficiency. The Agriculture Mechanics Shop (No. Forestry 113) is located some distance from the Agriculture Building, resulting in opera- Students in this department consider tional inefficiencies. It is believed it also has the Forestry Building (No. 137) “home” not been updated since it was constructed and spend little time in other facilities on (1950s). campus. Environmental Science Availability of space within existing buildings has been a factor in growth of pro- This program is among the strongest natu- grams; class sizes are capped. Faculty and ral resource-based programs in the state graduate assistant office space is at capacity. and Top 50 nationwide, but it lacks an iden- Figure 2-20: Recently Remodeled Enivironmental Science Lab (Room No. tity which adversely impacts both student Agriculture 240) (top) and existing GIS Lab (Room No. 234) in the Forestry Building recruitment and retention. (Photo Source: FPC) This department conducts classes at the The Environmental Science Laboratory Mast Arboretum, Pineywoods Native used for teaching lower level courses has Plant Center, Ina Brundrett Conservation been recently updated. However, other Education Building, and the Walter C. labs, such as soils and hydrology, are Todd Agricultural Research Center. outdated. Existing facilities require modifications Spatial Science and/or upgrades (technology, aesthetics, etc.) in order for the department to be Computer workstation space is inadequate more effective at carrying out its mission. for geographic information system (gis) learning and instruction.

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 2.23 Current Conditions

Division and Department Overview • Academic Affairs• College oof Liberal and Applied Arts Street Raguet

College of Liberal and Applied Arts 110 The schools, departments, and programs of the ast ollege Street College of Liberal and Applied Arts prepare rie niersity North students for their future endeavors in the global 136 community and encourage lifelong intellectual 162 and aesthetic enrichment. Academic departments 149 are housed in six of eight buildings with College 102 functions. 122 In addition, the Stone Fort (No. 139) is an exhibition space that is under the College North Street supervision, as well as three research centers - 139 the Center for East Texas Studies, Center for Regional Heritage Research, and the East Texas Historical Association located in T.E. Ferguson Liberal Arts (No. 122) - and the Texas Folklore Society (Thomas J. Rusk, No. 102).1

1 The Texas Folklore Society is staffed by a department of English faculty member. Figure 2-21: College of Liberal and Applied Arts - Existing On-Campus Locations No. Building Name Department Name No. Building Name Department Name ast Starr Aenue 102 Thomas J. Rusk Texas Folklore Society 139 Stone Fort Stone Fort Museum 183 110 Military Science Building Military Science 149 Robert T. McKibben Psychology Education

122 T.E.Ferguson Liberal Arts College of Liberal and Applied Arts 162 Vera Dugas Liberal Arts Anthropology, Geography, and Administration; North Sociology; Anthropology, Geography, and English and Creative Writing; Sociology; Government; Division of Multi-Disciplinary History; Programs; Language, Cultures and English and Creative Writing; Communication History 136 Paul L. Boynton Division of Multi-Disciplinary 183 School of Social Work School of Social Work Programs; Mass Communications

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Observations and Findings English and Creative Writing located. There is no planned replacement at this time. College of Liberal and Applied Arts Similar to others, this department is located Administration on multiple floors and would benefit from Psychology consolidation into one location. While the administration has adequate Office space is adequate for current needs; office space, it lacks a conference room Government however, current space does not provide capable of accommodating all its depart- Due to lack of space, adjunct faculty cur- room for growth. mental chairs in a meeting. rently office in a former classroom. The development of two dedicated labora- In general, the College lacks enough offices History tory spaces for animal research and physi- ological research are part of a larger ini- to house full-time and adjunct personnel. While the Advising Office is adequate for Community space for students and faculty tiative to increase opportunities for grant now, if enrollment grows, it does not have to interact is lacking and the existing build- funding and directly impact recruitment expansion capability. ing is not conducive to such use. and retention. Anthropology, Geography, and Sociology Language, Cultures and Communication School of Social Work The Anthropology and Archaeology Currently this department is located on The current space supports the depart- Laboratory is a certified repository for the multiple floors. Consolidation into one mental mission in sufficient quantity but State of Texas (the only one in east Texas). cohesive unit and space would be ideal. not quality and functionality. For example, A number of large collections, including Mass Communications more classroom space is needed as the program grows and to meet the demands pottery, human remains, and funerary A shortage of office space for lecturers, of scheduling courses based on students’ objects are housed here; storage space is adjunct faculty, and graduate assistants was inadequate to store the artifacts with dig- needs. There is also a need for improve- noted; these offices require close proximity ment in technology in all classrooms. nity and respect. to the labs and broadcast studios. Beginning in Fall 2017, approximately 30% Division of Multi-Disciplinary Programs Additional square footage is required in of course instruction will be delivered via This department is housed in multiple the television studio due to the demand. hybrid method - online and face-to-face buildings, as well as occupies space within Class enrollment in this space is capped contact. The desired teaching model for the the Dean’s suite, impacting daily operations due to space constraints. future will be this hybrid, blended model. for both. Military Science Research Centers and Stone Fort Museum The obstacle course will be abandoned in Consideration may be given to the con- January 2018 when the power company solidation of all archives, collections, and acquires the land where it is currently research centers, especially those which

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have specific artifact and/or document not allow for adequate visibility or climate-controlled storage that is both storage requirements (ie. temperature and public access to the collection. costly and less secure. In addition, humidity control), to a central location Stone Fort access to the remaining on-site storage where they may be properly stored, dis- is on an upper level via narrow wooden played, and made accessible to the public ■■ Museum public galleries accommo- staircase. date 30 people (maximum), resulting for research and viewing. Texas Folklore Society in need to rotate larger groups through With the exception of the Texas Folklore the facility with no ‘holding’ area for ■■ Currently located on the ground floor Society and the Stone Fort, all research inclement weather or alternate teach- of the Rusk Building, this space has centers which follow are located in T.E. ing space for extended and hands-on had issues with water infiltration in the Ferguson, an academic building, thus limit- learning. The museum provides pro- past. Although this has been remedied, ing the expansion capability and flexibility grammatic access to upstairs exhibits an upper floor location would be more of academic functions within the building. but lack of physical access is a hardship suitable to mitigate the potential for Center for East Texas Studies on patrons, young and old. damage, in the future, to materials in ■■ In its present location, this collection ■■ The museum’s collection storage space this space. (which includes drawings, photos, per- is at capacity and lacks the proper ■■ In addition to inadequate space for sonal papers, film, and other historic temperature/humidity controls and administration of this collection, space materials for research related to the East artifact processing workspace. As does not allow for a proper reference/ Texas region) lacks visibility and does a temporary solution, the museum reading room and storage of the 700- not allow for proper storage and access staff contracted for off-campus, volume collection. to the archives by researchers. Center for Regional Heritage Research ■■ As a center with a prominent outreach role, this center should be consolidated to a single location and placed in a more visible “storefront” space, rather than in three noncontiguous spaces. East Texas Historical Association ■■ The association publishes “The East Texas Historical Journal.” Similar to other centers, the current space does Figure 2-21: Current Artifact/Collections Storage in the Stone Fort (Photo Source: FPC)

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 2.26 Current Conditions Division and Department Overview • Academic Affairs• College oof Sciences and Mathematics

College of Sciences and Mathematics The College of Sciences and Mathematics cosm( ) offers degrees in biology, biochemistry, chemistry, computer science, computer information systems, engineering physics, geology, information technology, nursing, and physics. Other programs of 149 study include astronomy, statistics, pre-engineering, and pre-health professions. Departments are 103 housed in seven buildings, including three off-site, 121 remote locations: 161 School of Nursing (not shown, Remote Location) 191 - Dewitt Nursing Administration 192 - Dewitt Nursing Education 205 - Dewitt Nursing Annex The Cole STEM Building (B) is scheduled to open in Fall 2018 and will house relocated space for Computer Science and Physics, Engineering, and Astronomy. The College is committed to providing quality Figure 2-22: College of Sciences and Mathematics - Existing On-Campus Locations instruction and unique research experiences in No. Building Name Department Name No. Building Name Department Name the STEM fields. 103 Chemistry Chemistry and Biochemistry 149 Robert E. McKibben Computer Science* Education 121 E.L. Miller Science College of Sciences and Mathemat- 161 Math Building Mathematics and Statistics; ics Administration Physics, Engineering, and Biology; Astronomy*; Geology; STEM Center Physics, Engineering, and Astronomy*

*Department scheduled to relocate to Cole Stem Building (B) when construction complete.

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Observations and Findings experience and the College community Lab-based, core curriculum course enroll- are absent. ments are capped due to teaching lab space Once open, the new Cole STEM Building constraints. will relieve some of pressure on existing space Chemistry and Biochemistry needs for the College departments which uti- While this department has the space The department is currently undertaking lize the Miller Science Building. The following needed to support its mission, they are a comprehensive review of their degree departments will relocate completely to the currently housed in two buildings (Math programs and are in the process of refin- new facility: and Chemistry) which are not within close ing the current undergraduate program. proximity to one another. Development of three proposed degree Computer Science track programs is anticipated to increase Physics, Engineering, and Astronomy While it may not be possible to house undergraduate enrollment. Overall, the the entire department in the Chemistry department anticipates doubling in size Miller Science will require additional studies Building, if it must be split, at minimum, it within the next decade. for how vacated space will best accommodate would be beneficial to locate the research new departments and to what extent its infra- labs, senior level labs, instrumentation, Mathematics and Statistics structure (mechanical, electrical, and plumb- and faculty offices in the same building, This department was content with their ing systems) must be upgraded. while lower level teaching labs (che 111- space allocation and did not anticipate Biology 332), currently conducted in the Chemistry additional space to accommodate future Building, were renovated with modern growth or expansion of existing programs. Research lab space is insufficient and benches and equipment. animal care facilities require upgrades to School of Nursing meet both human and animal safety stan- Geology This department was content with their dards. Storage space to support these labs Existing teaching laboratories, multipur- space allocation. If program enrollment is inadequate. pose teaching facilities, and/or research increases, a need for additional faculty Teaching labs are generally too large for facilities are inadequate. offices and simulation lab spaces may be this program and require “right sizing” to Due to space constraints within the exist- required. accommodate the maximum 32 student ing building, the department is provided capacity desired. access to one research lab (Miller Science Graduate student space located outside 312) which is shared by all faculty, graduate the research labs is desired. students and undergraduates that are conducting research, resulting in a hindered Common areas (e.g., student lounge/ ability for the department to expand on café) which would enhance the student its research potential.

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 2.28 Current Conditions Division and Department Overview • Academic Affairs• Graduate Studies

Graduate Studies Graduate Studies is responsible for coordinating all administrative aspects of graduate education, including recruiting, admission, and tracking students on either thesis or dissertation track, as well as those with comprehensive final requirements. Graduate student graduation requirements and admissions are handled by the department from the initial application through acceptance into respective programs. Additional responsibilities include review and maintenance of faculty quali- fications, applications, and approval of graduate faculty memberships. The department is housed in Vera Dugas Liberal Arts North (No. 162). 162 Observations and Findings Improvements to allow a more efficient work flow, as well as give prospective students a positive and professional perception of the graduate school, are desired. The current configuration is long and narrow, with little room for foot traffic, and no reception area or clear path for either students or faculty to circulate. The Graduate Council lacks meeting space and storage for materials (curriculum changes, policy materials, graduate student awards, etc.). The graduate dean does not have a conference room; reservations must be made elsewhere on campus for meetings larger than Figure 2-23: Graduate Studies - Existing On-Campus Locations four. No. Building Name Department Name At time of publication, plans were in progress 162 Vera Dugas Liberal Arts North Graduate Studies to merge this department with the ORSP.

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University Affairs ast ollege Street

534 rie niersity North The division of University Affairs provides trans- 136 153 formative experiences for SFA’s students with 101 185 co-curricular programs that create opportunities A for students to engage in active and high-impact 533 learning; with activities that strengthen students’ 102 connections to the university and to each other; with targeted services that support students’ pur- suit of their personal and academic goals, and develops and maintains the facilities necessary toNorth Street 114 fulfill this mission. Division activities are housed 550 in 12 buildings. The VP of University Affairs was content with their space allocation and did not anticipate addi- 147 tional space to accommodate future growth or Figure 2-24: University Affairs - Existing On-Campus Locations expansion of existing programs. No. Building Name Department Name 101 Stephen F. Austin Administration Building Vice President for University Affairs; Student Services - Residence Life Title IX 102 Thomas J. Rusk Student Affairs Support Services (Assistant Dean, Student Rights and Responsibilities, Counseling Services, Testing Services, Center for Career and Professional The Title IX Office is responsible for prevention ast Starr Aenue Development) of gender-based discrimination at SFA, includ- 114 Shelton Gym Campus Recreation ing sexual violence and discrimination related 136 Paul L. Boynton Information Technology Services to gender identity, gender expression, and sexual 147 Lucille Norton HPE Complex Campus Recreation orientation. In addition to overseeing the reporting, investigation, and adjudication of discrimina- 153 University Police University Police tion, harassment, and violence, the office provides 185 Human Services Student Affairs - Disability Services; Telecommunications and Networking education and prevention information, oversees a 187 Student Technical Support (Not Shown) Telecommunications and Networking peer education program to enhance educational 533 Baker Pattillo Student Center Student Affairs Programs; Student Publications; Divisional Operations efforts on campus, and ensures compliance with Student Services (Card Services; SFA Ticket Office; Post Office; Reservations and all federal, state, and local laws pertaining to sex- Conferences); Student Affairs - Veterans Resource Center based harassment and discrimination. 534 Stephen B. Tucker Health Services Student Affairs - Health Services 550 Student Recreation Center Campus Recreation A Residence Life Operations Building Student Services

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Observations and Findings space to accommodate future growth or Student Rights and Responsibilities - expansion of existing programs. Includes student conduct issues, a drug court Currently the space allotted to Title IX respon- modeled program with case management, stu- sibilities is inadequate. Insufficient space is If the existing Campus Recreation Center was to be expanded, in the future, it was noted dents displaying serious psychological prob- provided for staff and storage for prevention lems, care and concern meetings, temporary efforts. it would be beneficial to have Counseling, Health Clinic, and other “wellness related” limiting conditions, absence notifications and The peer educator program requires stor- offices closer or even housed within the student-to-student Title IX cases. age of outreach and presentation materi- expanded facility. Counseling Services - Provides mental health als, work space for up to 10 peer educators services to SFA students, including individual (sometimes more) at one time, and meet- Divisional Operations and group counseling, workshops, and crisis ing space for up to 30 peer educators. This office oversees the fiscal management of the intervention services, as well as consultation At this time most of the program mate- division of University Affairs, ensuring its com- to staff and faculty, outreach presentations rials are being stored in the office of the pliance with university policies and procedures and programs, and emergency on-call services Title IX Compliance Specialist which has while monitoring that the operational needs of after hours. become a hindrance for meetings and each department within University Affairs are Health Services - Provides general medi- office organization. met, as well as contributing to the budgetary cal services and health care to the student Privacy is of utmost concern in this office. At needs of the institution as a whole. population. present, there is no dedicated space for the Observations and Findings Veterans Resource Center - Provides a space coordinator to meet, in private, with individu- for veterans, dependents on military benefits, als involved in cases, namely the reporting par- This office is currently located in the Baker and Reserve Officers’ Training Corpsrotc ( ) ties/victims or the responding party/alleged. Pattillo Student Center. For greater opera- members to gather, socialize, and form rela- tional efficiencies, it should be located in closer tionships with other veterans. Campus Recreation proximity to the Vice President of University Affairs. Disability Services - Assists the university Campus Recreation is committed to developing a with providing students with documented culture of Lumberjack wellness through excellent Student Affairs disabilities access to programs, services, and facilities and inclusive experiences in adventure, facilities on campus. fitness, sport, and play. The Office of Student Affairs provides two -sepa Center for Career and Professional Observations and Findings rate functions - Support Services and Programs - designed to help students succeed academically Development - Exists to empower stu- Other than during peak times (4pm to 7pm), and to engage in co-curricular learning when class dents and alumni to achieve life-long career this department was content with their space is over. Support Services include: success through individualized assistance, allocation and did not anticipate additional diverse career development programs, and

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collaboration with both internal and exter- Observations and Findings leads into a separate private waiting area nal partners concentrated on career goal is needed, which then would connect to achievements. Student Rights and Responsibilities a suite of private counseling offices. Also Testing Services - Provides opportunities Privacy is a concern in this office as staff needed is an emergency entrance/exit, for students and community members to are conducting behavioral interventions where clients could be escorted in or out develop self-knowledge concerning academic and evaluations. The current office is discreetly. and professional goals. Through local, state crowded and, due to configuration, there Access to a space which would allow for and national testing programs, individuals will are often traffic control issues where stu- confidential group counseling and work- realistically identify, assess, understand and dents involved in an investigation are in shops would be beneficial. the office at the same time. pursue their competencies, course placement, Health Services and career opportunities. Counseling Services This department was content with their Student Affairs Programs include the following: The location and configuration of this space allocation and did not anticipate Multicultural Affairs office results in a lack of privacy and con- additional space to accommodate future fidentiality. At present, the check-in desk Student Engagement growth or expansion of existing programs. is located down the corridor from the con- Better signage which would identify the Orientation fidential waiting area, requiring students clinic, however, is desired. to pass the Testing Services waiting area Spirit Teams on the same path. A check-in desk which

Figure 2-25: Campus Recreation Center (Photo Source: SFA Website) Figure 2-26: Baker Pattillo Student Center (Photo Source: FPC) Figure 2-27: Counseling Services Check-In Desk Located on the Main Circulation Corridor of the Rusk Building (Photo Source: FPC)

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 2.32 Current Conditions Division and Department Overview • University Affairs

Veterans Resource Center Center for Career and Professional This department was content with their Development space allocation and did not anticipate At the time of this survey, this department additional space to accommodate future was considering a decentralized model growth or expansion of existing programs. which would allow staff to be dedicated Disability Services part-time to assisting students. This office is currently located on an upper Testing Services floor. While it is accessible by elevator, it is This department is a revenue generator for not ideal and a ground floor location would SFA. A location which is near parking and be more suitable. easily accessible to customers is required. Due to limited testing space, providing Existing space is crowded and poorly con- appropriate accommodations to students figured. Staff workspace doubles as test is a challenge. Students requiring separate check-in and proctoring station. Testing testing rooms for limited distractions are rooms themselves are crowded and frequently required to test in small group uncomfortable for test-takers. Restroom testing environments with multiple stu- facilities are located outside the Testing dents, thus limiting the effectiveness of Center. Storage facilities and lockers are the accommodation. During high volume inadequate. testing periods, the department must coor- This department works closes with dinate additional space within the Human Disability Services to provide approved Services building and/or with Testing accommodations for test candidates who Services, located in the Rusk Building, may need extended time, private room, across campus. special technology, reader, etc. With the increase of computer based testing, the office experiences a shortage of Student Services space for individual computer worksta- The mission of Student Services is to engender tions, resulting in the need to utilize the and capture the synergies of a residential campus adaptive technology stations for regular and combine those dynamics with the services exams, thus producing a conflict when and experiences of the Student Center in a Figure 2-28: Current Cramped and Crowded Conditions within the these stations, with screen readers or manner that creates a dynamic student-centered Testing Services Area (Photo Source: FPC) Braille for alternate format, are needed. learning environment. The resulting operations

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 2.33 Current Conditions Division and Department Overview • University Affairs

are managed in a manner that is responsive to Student Publications & Divisional Media Public Safety positive student needs, creates and distributes fiscal resources and has adequate reserves to meet The Department of Student Publications is com- The Department of Public Safety provides the changing vision of Stephen F. Austin State mitted to producing professional quality print all aspects of public safety to the SFA campus University. Services include: publications for the university community - a to include police, parking, safety technology, weekly newspaper (The Pine Log) and The Stone and emergency management. In addition, the Baker Pattillo Student Center Fort Yearbook - as well as timely and engaging department also provides training opportuni- Barnes & Noble Bookstore digital content, which meet the campus’ needs ties to the university community to include, but for information and provide a forum for discus- not limited to, defensive driving, safe work place, Residence Life sion of relevant issues. By maintaining an entirely Rape Aggression Defense Systems (rad), active Dining Services - Aramark student staff, the department strives to provide shooter response, and how not to be a victim. transformative educational experiences consistent ID Card Services Observations and Findings with the mission of the university. Information Desk/University Ticket Office Observations and Findings Insufficient office workspace, patrol officer Meal Plans equipment lockers, and storage areas were This department was content with their space reported. In addition, the department noted Vending allocation and did not anticipate additional its server room is nearing capacity and the SFA Post Office space to accommodate future growth or Emergency Operations Center is too small expansion of existing programs. for current operations. Student Center Reservations The department’s current location in the Baker With the growing demand for the RAD SFA Summer Camps and Conferences Pattillo Student Center is ideal due to its stu- class, additional access to classrooms sized Printing Services dent-focus and the convenience of the location to accommodate groups will be required. As Graphic Shop to SFA students, its proximity to other large technology progresses, additional space will student organizations under the University be required for police equipment to be main- Observations and Findings Affairs umbrella, and access to the loading tained and stored. With the exception of Residence Life, in general, dock and service elevator for distribution of departments within Student Services are consid- large publication shipments (ie. yearbooks). ered auxiliary functions and were not included in this study. Residence Life was content with their space allocation and did not anticipate additional space to accommodate future growth or expansion of existing programs.

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 2.34 Current Conditions Division and Department Overview • University Affairs

Information Technology needs, the university is now moving towards a central, consolidated department to handle The Information Technology Department is all IT needs on campus. supervised by the Chief Information Officer and consists of Information Technology Services As part of this restructuring, a classroom (its) and Telecommunications and Networking. support group will be created, initially con- sisting of staff from the current individual ITS currently supports the technology needs College organization. for the administrative and faculty computing and programming needs. ITS operates the To support the new organization structure, infrastructure for the main campus enterprise it is ideal to locate all IT departments in one resource planning (erp) system, web servers location. At present, IT is housed in three and E-Learning Suite. It also provides custom locations (Paul L. Boynton, Human Services, Figure 2-29: Current Server Room in Boynton (Photo Source: FPC) programming and reporting to support these and Student Technical Support) and on mul- needs. tiple floors. Telecommunications and Networking provides Due to the nature of the service it provides, all the telecommunication and networking sup- the TSC should be located in an area on- port for SFA, such as maintaining the network, campus which is accessible to students. both wired and wireless, and all the phones on In order to efficiently repair and deploy both campus. This office also oversees the Technical new and existing computers and technology, Support Center (tsc) and the Tech Shop. adequate open work area is required. Space The TSC provides technology support for desk- should be accessible to a loading dock and pro- tops, laptops, tablets, and mobile phones for stu- vide storage and staging area for equipment. dents and a help desk for faculty and staff. The Tech Shop provides desktop support for faculty and staff. Currently there are a number of Figure 2-30: Student Technical Support (Photo Source: FPC) areas that do not use the Tech Shop for support but that is under review and may change soon. Observations and Findings The university is currently undergoing a reor- ganization in terms of IT. Where individual Colleges once were responsible for their IT

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 2.35 Current Conditions Division and Department Overview • Finance and Administration

Finance and Administration The Vice President for Finance and Administration Department (vpfa) is the central 138 administrative office for the finance and administration division. The division oversees the institu- 101 104 tional business functions that include accounting, accounts payable, budget office, business office, environmental health and safety, financial services, human resources, payroll, physical plant operations, procurement and property management, risk management, and travel. Departments are housed in five buildings across campus. The VPFA was content with their space allocation and did not anticipate additional space to accom- 163 modate future growth or expansion of existing programs. Budget The Budget Office is responsible for the university’s annual budget and assisting departments with any budgetary transactions and/or questions. Budget is also responsible for any budgetary documents due to the state legislative budget Figure 2-31: Finance and Administration - Existing On-Campus Locations board and other reconciliations required by the No. Building Name Department Name state during the year. In addition, this office per- 101 Stephen F. Austin Administration Building Vice President for Finance and Administration; forms various budget analyses for both campus Controller; departments and the administration, as well as Human Resources; approving various documents in Banner and Budget other systems that pertain to budget. Staff also 104 Physical Plant Physical Plant; Financial Services develop and conduct campus training and work- 138 Purchasing and Central Stores Procurement and Property Services shops throughout the year. 163 Motor Pool Grounds and Transportation 186 University Safety (Not Shown) Environmental Health, Safety, and Risk Management

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Observations and Findings works primarily with students that owe the Classification, Compensation, Employment/ university money and is unable to conduct Hiring, and Employee Relations. Ideally, Budget and Financial Services would these meetings in private. be housed together, adjacent to the VPFA. At Observations and Findings present, each of these offices and is located in The remaining offices within the Controller are adequate in their space allocation and did The HRD has a high quantity of customer traf- separate offices (which are neither adjacent fic. Employees, including student employees, nor contiguous) and in multiple buildings. not anticipate additional space to accommodate future growth or expansion. are required to come to the HRD to com- Storage capacity in this office is inadequate. plete new hire paperwork and exit paperwork. Legislative Appropriation Requests and Environmental Health, Safety, & Risk More than 1,600 employees visited Human Annual Budget Books, along with all backup Management Resources for the purpose of completing new documents involved in completing them, are hire paperwork in Fiscal Year 2016. Employees currently stored in a space shared by other The Environmental Health, Safety and Risk also come to the HRD to receive counsel and departments. Management Department provides active leader- advice on employee relations issues and ben- ship to enable Stephen F. Austin State University efit enrollment options. Controller to protect employees, students, the general public, The existing space is small and does not allow The Controller’s Office is responsible for the and the university’s physical and financial assets adequate privacy for discussions that are spe- following areas: Business Office (student bill- by reducing and controlling risk in the most effi- cific to employees. ing and receivables/departmental receivables, cient and cost effective manner while adhering to all local, state, and federal regulations. The department requires access to a confer- setting charges on students accounts, collec- ence room large enough to accommodate 15 tions), Accounts Payable (vendor payments), Observations and Findings to 20 people and to which it would have both Travel (employees and prospective employees), first scheduling availability and adjacency. Payroll (employee pay, withholding, payroll This department was content with their space taxes), Grants & Contract Reporting, Financial allocation and did not anticipate additional At present, new employee orientations are Accounting, and Financial Reporting. space to accommodate future growth or scheduled across campus in conference expansion of existing programs. rooms allocated to other departments. Observations and Findings Human Resources HRD plans to expand classroom training Business Office opportunities for small groups; this confer- While the Tellers and Bursar have suf- The Human Resources Department (hrd) ence room would be utilized to offer mini- ficient workspace, the Assistant Bursar, oversees the recruitment and retention of SFA training sessions on a regular basis. The associated Administrative Assistants, employees. Specific functional areas include: space could also be utilized for staff meet- and Accounting Clerks have very limited Benefits and Retirement Administration, ings, as an interview location for search workspace and no privacy. At least one staff Personnel and Payroll Records, Special Leave committees, as well to conduct interviews administration, Training and Development, for human resource positions.

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 2.37 Current Conditions Division and Department Overview • Finance and Administration

Financial Services Procurement & Property Services computers items are picked up by the Texas Department of Criminal Justice for the Texas The Director of Financial Services is responsible Procurement & Property Services provides pro- Correctional Industries. This location is also for university investment activities and cash man- curement tools to support customers in secur- the site of public sales for surplus inventory. agement; assisting VPFA in matters of debt issu- ing goods and services that represent the best Parking space is a necessity for this sale. For ance and continuing disclosure requirements, value to the university, while promoting full and greater operational efficiencies and effective- oversight of contractual compliance with major equal business opportunities for all businesses, ness, surplus storage would be in the same construction projects, and compliance with and ensuring that asset records are properly facility as the office or in an adjacent building. Payment Card Industry Data Security Standards maintained. (pcidss). Additionally, staff provide various Observations and Findings research and analysis work for the VPFA and the Budget Office. Privacy of conversations between purchasers, Observations and Findings vendors, and departments is a concern. While ideally, each would have a private office, at This office is currently located in the Physical minimum, each should be provided a work- Plant. For greater operational efficiencies, it station which allows for greater privacy than should be located in closer proximity to the currently exists. Vice President of Finance and Administration. Overall noise is an issue as the offices are Physical Plant located in the heart of the Physical Plant, adjacent to the Central Stores, which move The Physical Plant Department is tasked with pro- heavy pallets with hand-trucks and pallet jacks, viding an environment (buildings and grounds) and with proximity to the carpentry and paint and ancillary services that supports the mission shops. and core values of the university in an efficient, Access to a conference room to accommodate safe, and cost effective manner. instructor-led trainings, such as requisition Observations and Findings and P-card training, is required. This department was content with their space Surplus inventory storage is located approxi- allocation and did not anticipate additional mately 10 miles from campus. The prop- space to accommodate future growth or erty office picks up all surplus inventory on expansion of existing programs. campus, including computer and computer- related equipment, and stores these items until they can be re-purposed, donated, sold, or

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 2.38 Current Conditions Division and Department Overview • University Advancement

University Advancement The Vice President for University Advancement is responsible for oversight of the offices of Development, Alumni Relations, and University Marketing Communications. Activities related to this division are housed in three buildings on campus. 101 The VP for University Advancement was content with their space allocation and did not anticipate 536 additional space to accommodate future growth 122 or expansion of existing programs. Development The Office of Development focuses on building relationships, stewardship and raising donations for SFA. Development solicits support and financial resources essential for the university to carry out its mission and achieve its goals. Working with alumni, friends, parents and donors, Development seeks funding for students, faculty, research and outreach initiatives, as well as generates external recognition. By broaden- ing the resources available to the university, its academic quality and institutional prestige are Figure 2-32: University Advancement - Existing On-Campus Locations enhanced. Development helps meet the specific No. Building Name Department Name funding needs of the various academic colleges 101 Stephen F. Austin Administration Building Vice President for University Advancement; and programs at SFA. Development; Additionally, the office manages the business University Marketing affairs of the University’s philanthropic founda- 122 T.E. Ferguson Liberal Arts University Marketing tion, the SFASU Foundation Inc. The foundation 536 Tracy D. Pearman Alumni Building Alumni Relations exists solely to support the university by manag- ing private gifts and donations.

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 2.39 Current Conditions Division and Department Overview • University Advancement

Observations and Findings Alumni Relations University Marketing and Communications The current workspace is insufficient and does The mission of the Office of Alumni Relations is University Marketing Communications works not function well to support the departmental to engage SFA students, alumni, and friends to to increase understanding of and support for mission. Offices are shared between staff in the create an attitude of continued loyalty and sup- Stephen F. Austin State University, improve state Austin Building. Three Development Officers port. Alumni Relations “grows Lumberjack Pride, and national recognition of the academic quality share one office resulting in inadequate work- one lumberjack at a time.” and excellence of the SFA faculty and programs, space that is neither quiet nor free of distrac- Observations and Findings and promote the excellent student experience tions required to conduct the sensitive and at SFA. The department creates and manages an private interactions that are common in day- The Tracie D. Pearman Alumni Center is built effective comprehensive and integrated marketing to-day fundraising activities. in the shape of an octagon which does not lend communications program that includes targeted student recruiting, web communications, news Additional personnel, required in order to itself to an easy work environment. Due to media relations, internal communications, and successfully complete the recently approved the available space in this configuration, staff, coordinated publications. capital fundraising campaign, will not be able several of which deal with sensitive issues that to be accommodated in the existing space require privacy, are located in open worksta- Observations and Findings which is already at capacity. tions. Noise control is also a concern when multiple staff are on the phone simultaneously. Staff members are currently housed in two Due to frequent off-campus meetings, as well Storage is inadequate. In order to house the different buildings, which, in addition to as the type and amount of materials created being inconvenient and ineffective, limits for donor proposals and events, a space and decorations, supplies, and daily work items required by this office, off-site storage is being creativity as much of the work produced by location that is easy to access and exit, with a this office involves interaction between staff canopy or covering that provides protection rented. This results in travel, weekly and/ or bi-weekly, to the storage unit to retrieve members. Relocation of this university admin- from inclement weather so as not to damage istrative function from an academic building items delivering to events or donors, is desired. items needed to conduct daily operations. Additionally, extensive files for two 501(c)(3) (Ferguson) would also allow for expansion of An initial recommendation of this study was to organizations - the SFASU Alumni Association academic programs within the space. relocate Development to the vacant property and the SFASU Alumni Foundation - are In both buildings, staff are located in shared at 3034 Raguet Street (Randall House; No. stored in the existing building. offices which also contain a breakroom com- 206). This location is suitable to accommo- Board meetings and other community meet- ponent. Not only is there insufficient space date both the existing staff and proposed staff and privacy, the space is not suited to meet required for the capital campaign, as well as ings are conducted in the Hall of Honor. Seating at these events is at capacity with the individually with clients, which is essential support space for promotional material stor- to having a fully functional office. age and assembly. At the time of publication current room size. Restroom facilities are both of this report, SFA was moving forward with inadequate to support these events and incon- this proposal. veniently located.

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 2.40 Current Conditions Division and Department Overview • Institutional Research / Intercolletiate Athletics

Institutional Research Intercollegiate Athletics for National Association of Intercollegiate Athletics (naia) programs (small college) The Office of Institutional Research is an admin- The Intercollegiate Athletics Department pro- and have not kept pace with the growth of istrative office which provides information to vides a successful, high-quality program that the overall athletic program. Meeting space, empower SFA in accomplishing its mission of involves a broad range of sports for students dressing rooms, office space, sports medicine providing excellence in undergraduate and gradu- throughout the campus community, conforms to facilities, and practice/competition facilities ate education by supporting institutional plan- National Collegiate Athletic Association (ncaa) are inadequate to support the program. ning and decision making, comply with exter- Division I and Southland Conference regulations, nal reporting mandates, and satisfy accrediting and focuses on the educational, physical, mental, Additional sports are envisioned to be added agency requirements. and social well-being of student-athletes with 17 over the next five to seven years which will sponsored sports. require new competition/office/training The office works with all campus areas to accom- space. plish its role. Daily topics include data manage- Locations for activities related to this department ment for optimal integrity and reliability while include: At the time of publication of this report, the Board had selected a firm to evaluate existing complying with state, federal, and regional Shelton Gym (No. 114) accreditation requirements. Other projects pres- campus athletic facilities to give direction and ent information for strategic decision-making. Homer Bryce Stadium and Fieldhouse recommendations for facility improvements. Internally, office actions and support affect -stu (No. 527) dent billing, employee and student customer ser- William R. Johnson Coliseum (No. 532) vice, university funding, and institutional effectiveness in academic and non-academic areas. Jimmy W. Murphy Wellness Center (No. 542) Institutional Research reports to the university Schlief Tennis Complex (No. 551) President. This office is located in the Thomas J. Jaycees Field and the Ladyjack Softball Field Rusk Building (No. 102). located at the Nacogdoches Baseball Park Observations and Findings Complex This department was content with their space Observations and Findings allocation and did not anticipate additional In general, athletic facilities were excluded from space to accommodate future growth or this study. However, the following concerns raised expansion of existing programs. by the department were noted: The athletic facilities, especially Homer Bryce Stadium/Fieldhouse and William R. Johnson Coliseum, were constructed in the 1970s Figure 2-33: Homer Bryce Stadium (Photo Source: SFA Website)

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 2.41 Current Conditions Academic Space Utilization

Academic Space Utilization Current Utilization Rate, and Average Percent minimum standard combined score of 150 since Fill. Points are awarded in each of the three cat- 2014 (Figure 2-34). Since the average enrollment The analysis which follows is based on infor- egories by formulas provided by the THECB. remained fairly constant during this period, the mation provided by the university, which has Points are then converted into a score based on increase in SUE score appears to be largely due to been received to date, for the Fall 2017 semester. a weighted factor. The SUE score is the sum of the decrease in the supply of available classrooms Data was received for general classroom space these points with a maximum available score of and class labs, resulting in the increased utilization (thecb 100 series) and class laboratories (thecb 200 points, divided evenly between classroom and fill of the remaining teaching spaces. When 200 series) found in the SFA building inventory. and class labs. The minimum overall SUE score compared with institutions state-wide, SFA is in Additional data as provided to THECB was also which an institution strives for is 150, translating the 46th percentile in overall score indicating utilized. into 75 each for both classrooms and class labs room for improvement still exists as the university An institution’s success at building space utiliza- (100 for either is considered a perfect score). strives to achieve the perfect score (Figure 2-35). tion is based on its Space Usage Efficiencysue ( ) Analysis of the historic trends at SFA indicates Classroom utilization by room indicates if certain score, a measure determined by THECB which is that the SUE score has improved over the last five classrooms are not being effectively utilized. comprised of three variables: Facilities Demand, years from a combined score of 101, in 2011, to the According to the THECB, the standard average

Classroom Score Class Lab Score Classroom Score Class Lab Score

200 200 100 100 100

180 180 100 100 92 100 100 92 84 160 83 91

160 84 92 92 83 100 100 83 83 92 83 74 76 92 92 84 84 140 84 84 84 140 83 66 75 120 120 74 75 67 76 58 67 49 76 76 100 100 49 49 60 67 80 80 58 33 41 41

60 25 25

60 41 25

40 40 25 20 20 100 100 100 100 25 33 25 49 49 41 41 33 58 25 58 58 49 67 66 50 58 49 58 58 74 58 58 66 66 75 59 83 75 66 75 76 66 83 83 75 75 92 84 84 92 83 83 92 92 92 41 41 41 66 66 66 0 0 UH TTU UNT TWU TAMU Lamar 2011 2012 2013 2014 2015 2016 UT Tyler Sul Ross Sul Tarleton UT Dallas UT Austin Lamar IOT UT El Paso UNT Dallas UNT TSTC Waco UH Victoria Texas State Sul Ross RG Ross Sul West TAMU West UT Arlington Angelo State Angelo Sam Houston UH Clear Lake TSTC Marshall TSTC Lamar Orange UT Grande Rio UH Downtown UH UT Brownsville TSTC Fort Bend Fort TSTC TSTC Harlingen TSTC Texas Southern UT San Antonio UNT Dallas Law TAMU Kingsville TSTC TSTC West Texas TAMU Galveston TAMU Texarkana TAMU UT Pan American UT Pan TSTC North Texas TAMU Commerce TAMU UT Permian Basin Prairie View A&M View Prairie Stephen F. Austin F. Stephen Midwestern State Midwestern Lamar Arthur Port TAMU San San Antonio TAMU TAMU Central Texas Central TAMU Figure 2-34: Historic Space Usage Efficiency Scores at SFA (2011 - 2016) Figure 2-35: Space Usage Efficiency Score Comparison State-Wide (2016) Christi Corpus TAMU Texas A&M International

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 2.42 Current Conditions Academic Space Utilization

60 weekly hours of use (awhu) which institutions 50 should strive to achieve is 38.0 AWHU. Of the 116 scheduled classrooms (thecb 110) in Fall 2017, approximately 18% met or exceeded this standard 40 (Figure 2-37). Utilization of general classroom instructional space averages approximately 30 Average (26 Hours) 31.0 AWHU at SFA. As the enrollment grows, increased classroom demand and utilization is THECB Standard (25 Hours) 20 anticipated. However, at present, the data indicate that the classroom space available on the campus has additional capacity to meet the need in the 10 short-term. Similarly, according to THECB, the stan- 0 dard AWHU for a class lab is 25.0 AWHU. ART 201 ART 202 ART 204 SCIE 208 SCIE 212 SCIE 302 SCIE 308 SCIE 316 SCIE 317 SCIE 318 SCIE 330 SCIE 103 SCIE 109 AGRI 108 AGRI 115 AGRI 117 AGRI 118 AGRI 121 ECRC 218 ECRC FERG 177 FERG 184 FERG 378 FERG 476 FORL 103 FORS 102 FORS 108 FORS 208 FORS 234 FERG G71 201 HPEC ART B112 ART B121 ART B131 ART B133 BOYT 202 BOYT 209 BOYT 223 FAAX 105 NURS 113 NURS 121 NURS 127 NURS 131 EDAN 111 EDAN 123 EDAN 127 EDAN SCIE 134A SGYM 241 SGYM 242 SGYM 243 SGYM 244 CHEM 101 CHEM 102 CHEM 105 CHEM MCKB 127 MCKB 316 MCKB 322 MCKB 324 MUSC 108 MUSC 121 MUSC 125 MUSC 160 MUSC 170 MUSC 275 GFNA 100 GFNA 300 GFNA 311 MATH 358 MATH 359 STARR 102 STARR ARTS 130A NURS 129D SGYM A108 MUSC 100A MUSC Approximately 51% of the 73 scheduled class labs

Figure 2-36: Class Lab Utilization by Building and Room Number (Fall 2017)

50 50

45 45

40 THECBStandard (38 Hours) 40 THECB Standard (38 Hours)

35 35

Average (31 Hours) Average (31 Hours) 30 30

25 25

20 20

15 15

10 10

5 5

0 0 SCIE 137 SCIE 233 SCIE 323 SCIE 334 BUSI 116 BUSI 121 BUSI 124 BUSI 127 BUSI 161 BUSI 167 BUSI 237 BUSI 267 BUSI 269 BUSI 343 BUSI 369 BUSI 455 BUSI 477 MILS 101 AGRI 110 AGRI HSTC 101 HSTC 314 HSTC 317 HSTC 318 HSTC 319 HSTC 320 HSTC 321 HSTC 322 HSTC ECRC 204 ECRC 205 ECRC 206 ECRC 214 ECRC 215 ECRC 217 ECRC 219 HPEC 202 HPEC 203 HPEC 222 HPEC 223 HPEC 224 HPEC FERG 171 FERG 173 FERG 174 FERG 175 FERG 176 FERG 179 FERG 181 FERG 182 FERG 183 FERG 271 FERG 292 FERG 371 FERG 372 FERG 373 FERG 374 FERG 375 FERG 376 FERG 377 FERG 380 FERG 381 FERG 471 FERG 472 FERG 474 FERG 475 FERG 477 FERG 479 FERG 482 FORS 205 FORS 221 FORS 222 FORS 225 FERG G78 LBAN 102 LBAN ART B106 BOYT 104 BOYT 105 BOYT 210 BOYT 212 NURS 101 NURS 107 NURS 111 NURS 115 EDAN 126 HMSS 107 MCKB 257 MCKB 258 MCKB 263 MCKB 269 MCKB 351 MCKB 439 MCKB 451 MCKB 463 MUSC 152 MUSC 153 SWRK 202 SWRK 203 SWRK 204 GFNA 302 MATH 101 MATH 130 MATH 132 MATH 202 MATH 203 MATH 204 MATH 205 MATH 206 MATH 208 MATH 209 MATH 210 MATH 212 MATH 213 MATH 214 MATH 216 MATH 357 CHEM 106 CHEM HMSN 102 HMSN 201

Figure 2-37: General Classroom Utilization by Building and Room Number (Fall 2017)

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 2.43 Current Conditions Academic Space Utilization

(thecb 210) at SFA meet or exceed this standard, The Nursing Building has among the highest is generally comparable to the other institutions averaging approximately 26.0 AWHU in Fall 2017 class lab utilization, followed by Music and Art, on the list. (Figure 2-36). While there is still capacity in these in general. While class labs have a more effective However, if SFA meets the projected enrollment labs to meet an increased enrollment demand, utilization, the majority of the classrooms have growth and additional faculty, based on the additional space will be necessary, in the future, additional schedule capacity. model, forecast for a 15,000 enrollment, it would to accommodate the target enrollment. Although Table 2-4 provides a comparison of where SFA rise from fifth to third position on the current the opening of the new Cole STEM Building will ranks in student, faculty, and space, as reported to list, while its student-to-faculty ratio would likely relieve some of this pressure, consideration may THECB in 2016, against peer institutions of simi- increase only slightly to 19:1. It’s position in terms be given to this area when determining how to lar current or projected enrollment. Universities of E&G space would remain second. allocate new or renovated square footage in the are listed from highest to lowest enrollment. future. In line with both the SFA Campus Master Plan Although SFA has the second highest amount of Update 2020 and SFA Envisioned Strategic Plan The buildings which have at least one classroom reported E&G space in its inventory (following 2015 – 2023, the analysis which follows considers which meets or exceeds the standard include Sam Houston State University), its enrollment the impact to space based on a target enrollment R.E. McGee Business, T.E. Ferguson Liberal places it second to last. Its student-to-faculty ratio of 15,000 students. To reach this target will require Arts, Lucille Norton HPE Complex, Human Services, Math, and Dewitt Nursing Education.

Table 2-4: Peer Institution Statistics Actual Reported Full-Time Faculty Student : Overall Classroom Classroom Average Class Lab Class Lab Average Year 2016 E&G Space Headcount Student Equivalent Headcount Faculty Ratio SUE Score SUE Score Percent Fill SUE Score Percent Fill Institution Founded (NASF)2 (Fall 2016) (FTSE) (Fall 2016) (Fall 2015) (Fall 2015) (2016)3 (2016) (2016)3 (2016) (2016) Sam Houston State University 1879 1,273,221 20,477 17,164 936 24 : 1 158 66 66% 92 73% Texas Woman’s University 1901 882,417 15,511 12,055 858 17 : 1 175 84 61% 91 77% Lamar University 1923 721,084 14,391 12,459 601 18 : 1 151 75 65% 76 56% Tarleton State University 1899 799,891 13,052 10,248 697 19 : 1 167 83 65% 84 68% Stephen F. Austin State University 1923 998,072 12,742 10,600 749 17 : 1 150 66 67% 84 62% Texas A&M University - Commerce 1889 674,225 12,385 9,816 626 21 : 1 133 58 59% 75 70% 1. Data for peer facilities as reported to THECB for the 2017 Higher Education Almanac. Faculty headcount is reported for previous year in order to meet reporting deadline requirements for space model projection. (http://www.thecb.state.tx.us/index.cfm?objectid=DDEEF064-B397-9EBA-773779AAC15507B4). SFA data as reported by the SFA Office of Institutional Research “Jack Facts”, accessed September 2017. 2. E&G square feet as provided to the THECB for the Fall 2016 Academic Space Projection Model. 3. Space Usage Efficiency (SUE) Score and Average Percent Fill as reported to the THECB. Standard minimum goal is 75 for both Classrooms and Class Labs; Percent Fill standard average goal is 65% for Classrooms and 75% for Class Labs.

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 2.44 Current Conditions Academic Space Utilization at least 16% growth from the headcount reported in Fall 2016 (12,742). Historic Enrollment Projected Enrollment at 1% Growth Projected Enrollment At 2% Growth

Utilizing the historic ratio of full-time student 20,000 equivalent (ftse) to headcount at SFA between Fall 2012 and Fall 2016, the FTSE calculated for 1 17,500 a 15,000 enrollment is 12,365 FTSE. Faculty full- 2025 time equivalent (fte), projected in a similar 15,228 manner to FTSE, would increase from 569 to 663 15,000 to support enrollment growth. 2033 Total Enrollment Total The Master Plan Update 2020 projected a head- 15,090 12,500 count in Year 2020 of 14,281 utilizing a 2% growth rate. Analysis of enrollment trends since Fall 2012 indicate that, while it continues to grow, it has 10,000 been less than anticipated. On average, the SFA 2012 2014 2016 2018 2020 2022 2024 2026 2028 2030 2032 2034 enrollment has grown at approximately 0.50% Figure 2-38: Enrollment Projections by Year for 15,000 Population Target annually since Fall 2012. If growth were to continue at 1.0%, the target 15,000 enrollment would be reached in approximately 15 years; if growth increased to 2.0% per annum, the target would be reached in less than 10 years (Figure 2-38). Initial analysis suggests that each existing class- on campus at present. If each student is assumed While class labs generally meet the AWHU room could house three additional sections, on to take three to four courses as a full undergrad- recommended by the THECB, over the next few average. If one assumes the average section size is uate load, then approximately 2,175 additional years, capacity of class labs, currently reported 30 students, per historic average classroom capac- FTSE could be accommodated within the exist- at 62%, could also be increased in order to reach ity, this would suggest there are approximately ing classroom structure. the THECB recommended capacity of 75%. This 8,700 additional general classroom seats available In terms of quantity and size, analysis indicates would allow SFA to continue to grow enrollment in its existing buildings for the next few years 1 FTSE is calculated for each program area and course level based that the 15,000 target enrollment could likely be accommodated in the current capacity of general before requiring construction or renovation of on credit hours (undergrad = 15; graduate = 12; doctoral =9). This space to provide additional class labs. model utilizes available historic credit hour information and assumes classrooms today. This analysis relies on historic that there will be no significant changes to current College structure trends and assumes no major new program Depending on the annual enrollment growth rate, and programs in its predictions (ie. addition of a new degree program, such as Architecture, .Dentistry, etc.) which would significantly impact iniatives or dramatic growth across departments. it is projected that space will be required between the space need. 10 to 15 years from today.

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 2.45 Current Conditions

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Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 2.46

Space Strategy Recommendations Raget Street Raget Introduction ather than simply reacting to immediate demands, various programming and ast oege Street Rplanning tools have been utilized to assist SFA ort niersity rie niersity ort in defining its goals and determining its facility needs now and in the future. The information which follows is based on preliminary data collected during individual interviews and group discussions with SFA leadership, faculty, and staff. The culmination of this process is the proposed conceptual space utilization strategy that follows. This is not intended to be the only solution; rather ort Street a starting point for discussion and visualization of the campus in the next 10+ years. The concepts presented here should be further refined as SFA moves forward with this space utilization strategy and its Master Plan. It is the intent that the options and recommendations which follow provide a “road map” for the use of existing facilities to greater efficiency and realign departments in a manner which enhances the student and faculty experience while meeting the demands of ast Starr ene the university’s students, faculty, and staff in the near- and long-term. This section is organized Figure 3-1: Campus Buildings with Identified Immediate or Upcoming (Near-Term) Vacant Space as follows: No. Building Name Available Area 102 Thomas J. Rusk Vacant Printing Services Area (First Floor) The Long-Term Vision 121 E. L. Miller Science Current Physics and Astronomy Department Areas (Multiple Floors)1 Project Phasing, Benefits, & Preliminary Cost 149 Robert T. McKibben Education Current Computer Science Department Areas (Third Floor)1 Building-by-Building Strategy 161 Math Building Current Planetarium Area (First Floor)1 Shared Master Plan Concepts and Strategies 526 Housing Operations Annex Vacant 1. Spaces scheduled to be vacated by Fall 2018 upon completion of the Cole STEM Building. Space Strategy Alternates

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 3.1 Space Strategy Recommendations The Long-Term Vision

The Long-Term Vision Legend The project goals which guide the recommenda- Academic tions and space strategy include: Student Goal 1: Improve the student experience for Administration

recruitment and retention Raget Street Raget Goal 2: Centralize and/or co-locate departments, to greatest extent possible, to provide better student and employee experience and provide greater operational efficiencies ast oege Street

Goal 3: Provide Colleges with an identity rie niersity ort Goal 4: Locate departments to encourage collaboration – break down the “silos” and increase synergies – and strategically place to allow for future growth/expansion As explored earlier in this document, over time, as SFA has continued to grow, many administrative departments have been forced to be separated due to lack of space for expansion at their original ort Street ast stin Street location. This has resulted in staff being housed in space which is intended for academic use, thereby limiting the expansion and growth of academic departments in their current locations, resulting ort Street in additional fracturing of once cohesive units. This space strategy proposes a realignment of functions to zone activities based on their pri- Raget Street mary focus (Figure 3-2) - academic buildings will be occupied by faculty and students, while ast Starr ene departments related to the general operations and day-to-day functions of the university will be consolidated to administrative buildings. Support Figure 3-2: Proposed Long-Term Organization of On-Campus and Remote Location (inset) Buildings

Stephen F. Austin State University ort rc Street Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.2 ast ain Street Space Strategy Recommendations The Long-Term Vision

functions which are focused on student success would also be co-located and better configured to facilitate the student experience on campus. To achieve these goals, this plan recommends the creation of a welcome center and “one stop” shop for new student recruitment and enrollment in the Kennedy Auditorium, complemented by consolidated student services in Rusk, and a re- envisioned library as the “R.W. Steen Innovation Center and Academic Commons” (sicac) to support academic success of both existing and continuing students (Figures 3-3 and 3-4). Administrative departments which are currently distributed in multiple buildings, would be consolidated into one of ten existing buildings. Significant changes include: Austin Building renovated for purely executive level administrative purposes 3034 Raguet (Randall House) renovated for use by Development Wisely Hall re-purposed, in the long-term, from an Honors dorm to an administrative office building With administrative functions removed from instructional buildings, faculty and academic departments would be able to once again expand Figure 3-3: The concept for the Steen Innovation Center and Academic Commons envisioned as a hub of student activity - a welcoming place in place. In some instances, to create better syner- for innovation, providing access to new technology and information, and gies and break down silos which have been created spaces for brainstorming and collaboration. Collaborative study spaces due to their current location on campus, some (in addition to private study areas) (middle) and Innovation and Creation Figure 3-4: Students would be provided access to the latest technology, departments would be proposed for relocation. spaces for new ways of creating and synthesizing information (bottom) changing the way they process and utilize information. would be provided.

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 3.3 Space Strategy Recommendations Project Phasing, Benefits, & Preliminary Cost

Project Phasing, Benefits, & long-term projects described in this chapter NASF for faculty. Consideration has also been are proposed for Phase 3, due to feasibility and given to additional space needs (as applicable) Preliminary Cost funding considerations, rather than determined based on user interviews, such as promotional by event. While some work in different phases material storage, archive material public viewing/ Depending on the annual enrollment growth rate, may be completed concurrently, other work is reading rooms, etc. In general, existing NASF it is projected that additional instructional and critical to occur in a certain sequence in order to was determined based on THECB information associated administrative and support space will begin the move towards the “one stop” shop in provided by SFA, supplemented with question- be required between 10 to 15 years from today. In Kennedy, consolidated Student Services in Rusk, naires, interviews, and site tours. the short-term, SFA may increase the utilization and re-purposing of the Library into the Steen of existing instructional space, as well as maximize Table 3-1 provides a summary of the departments Innovation Center and Academic Commons the large amount of space in multiple buildings and buildings which will be affected by the pro- (Figure 3-5). on campus which will become available with the posed space strategy and the phase in which the opening of the new Residence Life Operations Future new building construction, which has work is recommended to occur. Work required Building and the completion of the Cole STEM limited discussion in this document, should also includes reconfiguration of existing locations, Building. Space may be utilized for both cur- be considered in the decision-making process expansion in place, or relocation. The table also rent and new departments and/or programs to as it will require the identification and potential includes the benefits associated with the pro- expand. acquisition of land for the future facilities, as well posed work. In general, efforts were made to as associated parking. alleviate the observations noted in the previous The primary focus of the recommendations chapter and to achieve the goals outlined earlier which follow is how SFA may approach the use In order to right-size existing departments in this section. A graphic representation of each of its existing space to create greater synergies and groups on campus, and to include space of the phases is provided in Figures 3-6 thru 3-8. and efficiencies among its students, faculty, and for their future growth, various methods were staff. Proposed projects are organized into three employed. The recommendations will benefit Detailed, building-by-building discussions are phases and sequenced based on space availability. from a more detailed programming exercise to found later in this chapter. In general, the discus- Phase 1 will require further focus and definition ensure projected spaces are properly planned and sion is organized by phasing within each building, to allow SFA to accommodate growth as needed configured. beginning with buildings with known availability to work towards their long-term vision. Flex- Space projections utilize a 10-year outlook. To size or project priorities. The phases indicated (1, 2, space (“swing space”) will be necessary during administrative spaces, the staff count projected and 3) represent a sequence of steps based on the phases outlined to house personnel made by users through questionnaires was utilized and space availability and actions necessary to achieve “homeless” through renovation of existing space adjusted for total full-time equivalent staff. To size a final configuration of each facility. A table of for new purposes. faculty, FTE information available from the Office conceptual projects and phasing is provided for each major building, illustrating sequencing of The limitations of funding and the varying neces- of Institutional Research was utilized, and a factor proposed renovation projects. In these tables, sities of different projects will drive the final phas- for 10-year growth applied. FTE space needs were each phase has been further defined into sub- ing of the projects. For this reason, several of the projected using the space planning factor recommended by the THECB - 170 NASF for staff, 190 phases to help illustrate project sequencing. Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.4 Space Strategy Recommendations Project Phasing, Benefits, & Preliminary Cost

Phase 1A Phase 1B Phase 2A Phase 2B ESTABLISH KENNEDY WELCOME CENTER AND ONE STOP AND THOMAS J. RUSK STUDENT SERVICES Relocate O ce of Institutional Research and rst oor Renovate Rusk level 1 for Financial Aid and Business Enrollment Management (Data Center) to temporary O ce (from Austin) and recongured Enrollment swing space. Relocate Texas Folklore Society to Steen Management (Data Center) level 2

Finish new STEM building shell space for STEM Center Renovate Math level 1 for Testing Services (from Math) Renovate Rusk Level 3 for the Center for Career and Professional Development, International Programs, Relocate Title IX, Support Services Assistant Dean, Graduate Studies, and ORSP Student Rights and Responsibilities, Counseling Services, and the Center for Career and Professional Development to temporary swing space

Renovate Kennedy Auditorium to create the new Relocate Enrollment Management on Level 2 to the new Renovate Rusk Level 2 for Residence Life and Welcome Center and One-Stop Kennedy Welcome Center and One Stop or to administrative functions of Enrollment Management temporary swing space

ESTABLISH STEPHEN F. AUSTIN ADMINISTRATION BUILDING

Renovate Randall House for Development Recon gure Austin level 3 for additional VP sta

Renovate Austin level 1 for OSLIA and Space Relocate the Business O ce (from level 2 ) and Renovate Austin level 2 for future growth and Scheduling and Utilization (from Ferguson), and the common building conference room Student Financial Services (from level 1 ) to O ce of Institutional Research (from Rusk). Relocate and renovated Rusk Level 1 expand Human Resources from level 2 to level 1

Relocate Residence Life (from Level 1) to renovated Renovate remainder of Austin level 1 for a Rusk level 2 consolidated University Marketing department

ESTABLISH R.W. STEEN INNOVATION CENTER AND ACADEMIC COMMONS

Partially renovate Steen level 2 for relocated research Renovate Steen level 1 for: Renovate Steen level 2 for: and archival groups from Rusk, Ferguson, and the Stone • AARC expansion •Telecommunications •Student hub areas / atrium Fort •Student Success and Networking •Emerging technology groups from second •ITS and Server •Innovation and Creation Space Renovate Steen level 3 for relocated library oor •Tech Shop and TSC •Collaboration Center administration •24-hour study space •Expanded food service •Expanded East Texas Research Center

Note: Where temporary swing space is identied, the intent is to utilize McKibben Education spaces vacated by Computer Science and underutilized space in McGee Business. Figure 3-5: Critical Path Phasing for Welcome Center and One Stop, Rusk Student Services, Executive Reconfiguration of Austin Building, and SICAC Concepts

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Table 3-1A: Summary of Space Strategy Recommendations Phasing and Benefits Phase Existing Proposed Preliminary Department 1 2 3 Description NASF1 NASF 1 Buildings Impacted Benefit Cost Estimate Vice President / Provost l Reconfiguration 1,085 1,085 Stephen F. Austin Administration Allows for reconfiguration of reception area to better accommodate $560,000 number of visitors to this office

Library Administration l Relocation 19,623 12,9202 R.W. Steen Library Supports the concept of Library building as “Innovation Center and $5,400,000 + Academic Commons” $1,080,000 Centralization of Library administrative functions (Circulation) Allows for update to aesthetics to create a more pleasant study environment Allows for creation of new student centered functions including graduate student commons, a 24-hour study area, enhanced VR space, and a new Collaboration Center Center for Teaching and l Relocation (on current 5,890 4,700 R.W. Steen Library Co-locates department with new Collaboration Center $2,560,000 Learning floor) 3 Student Success Center l Relocation 2,160 3,060 R.W. Steen Library Consolidates functions to one location with greater student vis- $1,350,000 ibility and access Office of Student Learning and l Relocation 1,150 1,120 T.E. Ferguson Liberal Arts; Consolidates these two functions to one office and locates near $660,000 Institutional Assessment Stephen F. Austin Administration administrative departments with which coordinate regularly;

Academic Affairs Removes administrative function from an academic building to Office of Space Scheduling l Relocation allow academic department growth and Utilization Enrollment Management l Temporary Relocation 2,340 2,380 Swing Space (TBD); Temporarily relocated to allow First Floor of Rusk to be renovated at $1,120,000 (Data Center) Thomas J. Rusk one time to minimize impact and cost for Student Services Building creation l l Temporary and Partial 3,350 2,920 Swing Space (TBD); Temporarily relocated to allow Second Floor of Rusk to be renovated $2,010,000 Relocation (Registrar) Thomas J. Rusk at one time to minimize impact and cost

l l Temporary and Partial 5,180 4,250 Swing Space (TBD); Temporarily relocated to allow Second Floor of Rusk to be renovated $2,680,000 Relocation (Admissions) Thomas J. Rusk; Kennedy at one time to minimize impact and cost Auditorium Allows for creation of new “one stop” and welcome center at Ken- nedy Auditorium to promote efficient, simplified, and streamlined student services 1. Existing NASF is based on drawings provided by SFA. Allocation of existing NASF by department is based on user interviews, THECB data, and on-site visits. All proposed NASF is for preliminary planning purpose only. Detailed programming of spaces is recommended prior to conceptual design. 2. Centralization of Library administrative functions will allow for greater efficiency in space use and configuration. Reduction in Proposed NASF allows for balance of square feet to be utilized to create new student-focused functions. 3. Relocation within the building may allow for optimal adjacencies. A detailed programming exercise will help determine locations within the building for existing and new departments. Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.6 Space Strategy Recommendations Project Phasing, Benefits, & Preliminary Cost

Table 3-1B: Summary of Space Strategy Recommendations Phasing and Benefits Phase Existing Proposed Preliminary Department 1 2 3 Description NASF1 NASF 1 Buildings Impacted Benefit Cost Estimate International Programs l Relocation 2,270 1,700 Vera Dugas Liberal Arts North; Provides greater visibility and access to general student population $990,000 Thomas J. Rusk; Kennedy by locating in Rusk Auditorium Allows for creation of new “one stop” and welcome center at Ken- nedy Auditorium to promote efficient, simplified, and streamlined student services

School of Honors l Relocation 3,3402 3,6002 McKibben Education; Allows for program and faculty future growth and expansion $1,920,000 Math Building

Research & Sponsored l Relocation 1,200 2,040 Vera Dugas Liberal Arts North; Removes administrative function from an academic building to $1,320,000 Academic Affairs Programs Thomas J. Rusk allow academic department growth

Student Financial Aid l Relocation 4,770 5,100 Stephen F. Austin Administration; Supports the concept of Rusk Building as Student Services Building $2,240,000 Thomas J. Rusk through co-location of student services, enhancing and promoting a positive student experience Management & Marketing l l Reconfiguration 8,7503 5,310 R.E. McGee Business (Utilized as “Right-sizes” classrooms to result in greater utilization and opportu- $1,620,000 Swing Space in Phase 1) nities for a variety of teaching types (collaborative vs. traditional) and appropriate class size Maximizes utilization of existing classrooms by relocating degree programs with shared curriculums (ie. Hospitality Administration and Merchandising) Encourages collaboration and breakdown of “silos” between Colleges Rusche College of Business Rusche College

1. Existing NASF is based on drawings provided by SFA. Allocation of existing NASF by department is based on user interviews, THECB data, and on-site visits. All proposed NASF is for preliminary planning purpose only. Detailed programming of spaces is recommended prior to conceptual design. 2. Existing and Proposed NASF for the School of Honors does not include the currently utilized general classroom on McKibben Level 3. It is proposed that general classrooms on Level 2 of the Math Building be utilized. 3. Existing NASF includes space in McGee Business that are considered “mothballed.”

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Table 3-1C: Summary of Space Strategy Recommendations Phasing and Benefits Phase Existing Proposed Preliminary Department 1 2 3 Description NASF1 NASF 1 Buildings Impacted Benefit Cost Estimate Administration l Relocation / 6,130 5,440 McKibben Education Centralizes PCOE Administration to single, contiguous location in $3,240,000 Reconfiguration order to optimize student and faculty services and College visibility and identity Human Services l Expansion in Place 19,990 21,860 Human Services Allows for program and faculty future growth and expansion into $1,600,000 vacated Disability Services areas Kinesiology and Health l Expansion in Place 3,0302 5,5002 HPE Complex Allows for expansion of Dance program (studio and performance $2,430,000 Science space) l Relocation (Human 7,140 5,220 College of Education Annex; Allows for design of space which is suitable to and adequate for $2,880,000 Performance Lab) E.L. Miller Science laboratory activities related to this program area of study Secondary Education and l Relocation 7,030 6,930 McKibben Education Building; Allows for program and faculty future growth and expansion $3,960,000 Educational Leadership Early Childhood Research Center School of Human Sciences l Relocation 6,300 6,230 New Building / Addition (TBD) Allows for program and faculty future growth and expansion Future New (Interior Design) Locates programs for closer proximity to other related disciplines (ie. Construction l Relocation (Family and 5,500 4,280 College of Education Annex; Art, Business, etc.)to encourage collaboration and break down of $2,520,000 Consumer Sciences) 3 McKibben Education “silos” between Colleges l Relocation (Human Dev. and Family Studies) 3 Perkins College of Education College Perkins l Relocation (Food, 3,3004 930 Human Sciences North; Future New Nutrition and Dietetics) New Building / Addition (TBD) Construction l Relocation (Hospitality 1,500 Human Sciences North; Future New Admin. faculty ) New Building/ Addition (TBD) Construction l Relocation (Hospitality 3,700 3,900 Human Sciences North; Future New Admin. Demonstration New Building/ Addition (TBD) Construction Kitchen) l Relocation (Hospitality 2,460 3,000 College of Education Annex; Math $1,600,000 Admin. Culinary Cafe) Building l Relocation 1,150 2,000 College of Education Annex; R.E. $1,440,000 (Merchandising) McGee Business 1. Existing NASF is based on drawings provided by SFA. Allocation of existing NASF by department is based on user interviews, THECB data, and on-site visits. All proposed NASF is for preliminary planning purpose only. Detailed programming of spaces is recommended prior to conceptual design. 2. Existing and Proposed NASF only includes Dance spaces. 3. Existing and Proposed NASF includes faculty offices and class labs for both Family and Consumer Sciences and Human Development and Family Studies. Distribution of space by department was not able to be distinguished for this analysis. Stephen4. Existing F. Austin NASF State Universityincludes faculty spaces for both Food, Nutrition and Dietetics and Hospitality Administration Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.8 Space Strategy Recommendations Project Phasing, Benefits, & Preliminary Cost

Table 3-1D: Summary of Space Strategy Recommendations Phasing and Benefits Phase Existing Proposed Preliminary Department 1 2 3 Description NASF1 NASF 1 Buildings Impacted Benefit Cost Estimate Administration l Expansion on Campus 1,310 2,000 L.E. Griffith Fine Arts; Centralizes COFA Administration to single, contiguous location in $4,480,000 Paul L. Boynton order to optimize student and faculty services and College visibility and identity School of Art l Relocation (Arts 850 900 T.E. Ferguson Liberal Arts; Allows for program and faculty future growth and expansion $810,000 Education Classroom) Housing Operations Annex Provides additional performance space for School of Theatre and School of Music which is properly sized for typical productions l Expansion 2,650 5,900 Filmmaking; $1,350,000 (Filmmaking) New Building (TBD)

School of Music l l Expansion on Campus 34,0002 TBD2 Tom & Peggy Wright Music; Included in L.E. Griffith Fine Arts; Administration Paul L. Boynton; Above

College of Fine Arts of Fine College Proposed New Fine Arts Addition

School of Theatre l l Expansion on Campus 36,5002 TBD2 L.E. Griffith Fine Arts; Included in Paul L. Boynton; Administration Proposed New Fine Arts Addition Above

Agriculture l Relocation 8,380 8,450 Agriculture Mechanics Shop; Provides safe and improved facilities for current and future program $3,510,000 New Building (TBD) needs while enhancing the student experience, recruitment, and retention Temple College of Forestry & Agriculture of Forestry College Temple

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Table 3-1E: Summary of Space Strategy Recommendations Phasing and Benefits Phase Existing Proposed Preliminary Department 1 2 3 Description NASF1 NASF 1 Buildings Impacted Benefit Cost Estimate Administration l Expansion in Place 1,880 2,370 T.E. Ferguson Allows for expansion of the Advising Office and other administra- $1,080,000 tive functions, as required, to support enrollment growth

Anthropology, Geography, l l Expansion in Place 19,2002 24,7002 Vera Dugas Liberal Arts North Allows for faculty growth and expansion $2,880,000 and Sociology l Relocation (Repository) 750 1,250 T.E. Ferguson Liberal Arts; Allows for design of space which is suitable to and adequate for $540,000 R.W. Steen Library proper storage of artifacts Co-locates Repository with other entities on campus with artifacts, archival materials, etc. to a single, central location in order to optimize visibility to both students and the general public for research purposes Multi-Disciplinary Programs l Relocation 1,490 1,140 Paul L. Boynton; Centralizes program to single, contiguous location $540,000 T.E. Ferguson Liberal Arts

English and Creative Writing l l Expansion in Place 19,2002 24,7002 Vera Dugas Liberal Arts North Allows for faculty growth and expansion Included in Government l l Expansion in Place Anthropology expansion History l l Expansion in Place above l l College of Liberal & Applied ArtsCollege Languages, Cultures, and Expansion in Place Communications Military Science l Relocation 3,5803 3,5003 Military Science; Provides improved facilities for current and future program needs $2,160,000 McKibben Education and is in line with Campus Master Plan which proposes demolition of current facility Psychology l Partial Relocation 13,930 11,7904 McKibben Education Allows for program and faculty future growth and expansion $6,840,000

School of Social Work l Relocation 6,3805 6,4205 School of Social Work; Allows for program and faculty future growth and expansion $3,600,000 McKibben Education Locates program for closer proximity to other related disciplines (ie. Psychology, Human Services, etc.) to encourage collaboration 1. Existing NASF is based on drawings provided by SFA. Allocation of existing NASF by department is based on user interviews, THECB data, and on-site visits. All proposed NASF is for preliminary planning purpose only. Detailed programming of spaces is recommended prior to conceptual design. 2. Existing and Proposed NASF includes faculty spaces. 3. Existing and Proposed NASF does not include the general classroom located in Military Science. 4. Proposed NASF assumes the same amount of psychology teaching and research labs as exists currently. It is recommended that research lab space needs for the Psychology department be evaluated with a detailed programming exercise when considering relocation / reconfiguration. 5. Existing and Proposed NASF does not include the general classrooms located in the Social Work Building.

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Table 3-1F: Summary of Space Strategy Recommendations Phasing and Benefits Phase Existing Proposed Preliminary Department 1 2 3 Description NASF1 NASF 1 Buildings Impacted Benefit Cost Estimate Research Centers Center for East Texas l Relocation 850 900 T.E. Ferguson Liberal Arts; Allows for design of space which is suitable to and adequate for $540,000 Studies R.W. Steen Library proper storage of artifacts and archival documents/materials Center for Regional l Relocation 1,130 1,130 Co-locates entities on campus with artifacts, archival materials, etc. $540,000 to a single, central location in order to optimize visibility to both Heritage Research students and the general public for research purposes East Texas Historical l Relocation 750 800 $540,000 Association Stone Fort Museum l Expansion on Campus 2,8742 5002 R.W. Steen Library $270,000

College of Liberal & Applied ArtsCollege Texas Folklore Society l Relocation 660 700 Thomas J. Rusk; R.W. Steen Library $540,000 Administration l Relocation 1,400 1,000 E.L Miller Science; Enhances the concept of a “STEM Corridor” in which related $2,025,000 Cole STEM Building disciplines are located in closer proximity to enhance the student Biology l Expansion in Place 39,4703 43,2543 E.L Miller Science experience, recruitment, and retention $23,360,000 Allows Miller Science Building to be reconfigured and renovated to Chemistry and Biochemistry l Relocation 3,780 3,720 Math; meet current and future proposed program and faculty needs $3,200,000 E.L Miller Science Allows for Chemistry and Biochemistry faculty to be in closer Computer Science l Relocation N/A4 N/A4 McKibben Education; proximity to laboratories located in the Chemistry Building N / A Cole STEM Building Geology l Expansion in Place 13,5703 16,1503 E.L Miller Science $8,640,000 Physics, Engineering, and l Relocation N/A4 N/A4 Math; E.L Miller Science; N / A Astronomy Cole STEM Building

College of SciencesCollege & Mathematics STEM Research and Learning l Relocation 5,000 1,0305 Math; Included in Center Cole STEM Building Administration Above Graduate Studies l Relocation 1,190 1,530 Vera Dugas Liberal Arts North; Removes administrative function from an academic building to $990,000 Thomas J. Rusk allow academic department growth Co-locates department with Office of Research and Sponsored Programs 1. Existing NASF is based on drawings provided by SFA. Allocation of existing NASF by department is based on user interviews, THECB data, and on-site visits. All proposed NASF is for preliminary planning purpose only. Detailed programming of spaces is recommended prior to conceptual design. 2. Alteration to the Existing NASF is not included in this recommendation and is provided for informational purpose only. Proposed NASF is intended to indicate the additional square feet recommended to accommodate artifact storage only. 3. Existing and Proposed NASF for include faculty spaces and both teaching and research lab spaces. 4. Department is proposed for relocation to new Cole STEM Building. Existing and Proposed NASF are not applicable and do not impact the recommendations. 5. The proposed NASF for the STEM Center is based on the assumption that new spaces in the STEM Building will be available for use as multipurpose rooms. Some STEM Center spaces Facility Programming and Consulting Stephen F. Austin State University have been planned in the current design of the first floor of the STEM building. Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 3.11 Space Strategy Recommendations Project Phasing, Benefits, & Preliminary Cost

Table 3-1G: Summary of Space Strategy Recommendations Phasing and Benefits Phase Existing Proposed Preliminary Department 1 2 3 Description NASF1 NASF 1 Buildings Impacted Benefit Cost Estimate Vice President l Reconfiguration 450 1,050 Stephen F. Austin Administration Accommodates additional existing staff currently housed in a $560,000 separate facility Title IX l l Relocation 110 1,3902 Thomas J. Rusk; Allows for administrative staff growth and expansion $960,000 Swing Space (TBD); Allows for design of space which is suitable to and adequate for Human Services guest privacy Divisional Operations l Relocation 170 See Note 3 Baker Pattillo Student Center; Removes non-related administrative function from a student- Included in VP Stephen F. Austin Administration oriented building and relocates to closer proximity to VP for greater above operational efficiencies Student Affairs l l Relocation (Asst. Dean - 290 340 Thomas J. Rusk; Co-locates Asst. Dean with Title IX and Student Rights and $320,000 Support Services) Swing Space (TBD); Responsibilities Human Services l l Relocation (Student 853 1,020 Thomas J. Rusk; Allows for administrative staff growth and expansion $640,000 Rights and Swing Space (TBD); Allows for design of space which is suitable to and adequate for Responsibilities) Human Services guest privacy l Reconfiguration 1,770 2,170 Thomas J. Rusk Allows for design of space which is suitable to and adequate for $1,280,000 (Counseling Services) guest privacy l Relocation 3,000 3,980 Human Services; Facilitates better accessibility for guests which utilize this office $2,240,000 Math Building Allows for design of space which is suitable to and adequate for University Affairs University (Disability Services) guests served Co-locates Disability Services with Testing Services for greater operational efficiencies and improved student experience l Temporary Relocation 2,350 2,780 Thomas J. Rusk; Allows for growth and reconfiguration $1,650,000 (Center for Career and Swing Space (TBD) Professional Develpmt.) l Relocation 2,120 3,760 Thomas J. Rusk; Facilitates better accessibility for guests which utilize this office $1,620,000 (Testing Services) Math Building Allows for design of space which is suitable to and adequate for guest privacy and regulated testing practices, including a comfortable testing environment Co-locates Testing Services with Disability Services for greater operational efficiencies and improved student experience Allows for expansion of tests offered, if space is available and properly configured, to increase revenue generation for SFA

1. Existing NASF is based on drawings provided by SFA. Allocation of existing NASF by department is based on user interviews, THECB data, and on-site visits. All proposed NASF is for preliminary planning purpose only. Detailed programming of spaces is recommended prior to conceptual design. Stephen2. At theF. Austin time State of this University study, this department was anticipating a significant increase in staff in the near future. Facility Programming and Consulting Campus3. Proposed Space Utilization NASF Strategy is included in Vice President proposed NASF. Final - April 2018 (Revised July 2018) Page 3.12 Space Strategy Recommendations Project Phasing, Benefits, & Preliminary Cost

Table 3-1H: Summary of Space Strategy Recommendations Phasing and Benefits Phase Existing Proposed Preliminary Department 1 2 3 Description NASF1 NASF 1 Buildings Impacted Benefit Cost Estimate Residence Life l Relocation 3,170 2,550 Stephen F. Austin Administration; Supports the concept of Rusk Building as “Student Services” $1,320,000 Thomas J. Rusk through co-location of student services, enhancing and promoting a positive student experience Information Technology l Relocation (ITS) 7,340 2 7,530 2 Paul L. Boynton; Growth and expansion accommodated by relocation to R.W. Steen $3,240,000 R.W. Steen Library Library

l Relocation (Telecomm. 2,220 3 3,820 3 Human Services; Allows for future growth and expansion $1,620,000 and Networking) R.W. Steen Library University Affairs University l Relocation (Tech Shop) 2,220 4,070 Human Services; Supports the concept of Library building as the “Innovation Center $1,890,000 R.W. Steen Library and Academic Commons” Facilitates student and faculty access to services l Relocation (Technical 2,960 2,540 Student Technical Support; Allows for future growth and expansion $810,000 Support Center) R.W. Steen Library NOTE: Campus data center is not proposed for relocation

Vice President l Reconfiguration 870 1,530 Stephen F. Austin Administration Accommodates additional existing staff currently housed in a $840,000 separate facility Budget l Reconfiguration See Note 4 See Note 4 Stephen F. Austin Administration Allows for administrative staff growth and expansion

Controller l Relocation 1,190 1,700 Stephen F. Austin Administration; Supports the concept of Rusk Building as “One Stop” through $2,640,000 (Business Office) Thomas J. Rusk co-location of student services, enhancing and promoting a positive student experience Finance and Administration Finance

1. Existing NASF is based on drawings provided by SFA. Allocation of existing NASF by department is based on user interviews, THECB data, and on-site visits. All proposed NASF is for preliminary planning purpose only. Detailed programming of spaces is recommended prior to conceptual design. 2. Existing and Proposed NASF for the ITS department includes the servers in Boynton. 3. Existing and Proposed NASF for the Telecommunications and Networking department EXCLUDES the servers in Human Services. 4. This position is currently housed in the President’s Office; Existing NASF not available. Proposed NASF for this position is included in the Vice President for Finance and Administration proposed NASF.

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Table 3-1J: Summary of Space Strategy Recommendations Phasing and Benefits Phase Existing Proposed Preliminary Department 1 2 3 Description NASF1 NASF 1 Buildings Impacted Benefit Cost Estimate Environmental Health, l Relocation 2,120 1,520 University Safety; Allows for current building/site to accommodate expansion of $1,080,000 Safety, & Risk Management Student Technical Support neighboring facility at 3034 Raguet for functions related to the Development Office Human Resources l Relocation 2,150 2,890 Stephen F. Austin Administration Allows for administrative staff growth and expansion $1,650,000 Allows for design of space which is suitable to and adequate for guest privacy Allows for design of space which accommodates employee orientation, training, etc.

Finance and Administration Finance Financial Services l Relocation 160 See Note 2 Physical Plant; Relocates staff to closer proximity to VP for greater operational $2,240,000 Stephen F. Austin Administration efficiencies

Vice President l Reconfiguration 450 450 Stephen F. Austin Administration Allows Vice Presidents to relocate staff to Austin for efficiencies $280,000

Development l Relocation 1,200 3,7003 Stephen F. Austin Administra- Allows for administrative staff growth and expansion $1,890,000 tion; 3034 Raguet Street (Randall Provides better suited facilities to host donors for both private and House) group events

Alumni Relations l Relocation 2,270 4,2504 Tracie D. Pearman Alumni Build- Allows for design of space which is suitable to and adequate for Future New ing; New Building / Addition (TBD) guest privacy, storage of promotional materials, and hosting large Construction on University Safety (186) Site alumni events University Advancement University University Marketing and l Relocation 2,510 4,380 T.E. Ferguson Liberal Arts ; Removes administrative function from an academic building to $2,310,000 Communications Stephen F. Austin Administration allow academic department growth Centralizes department to single, contiguous location for greater operational efficiencies

1. Existing NASF is based on drawings provided by SFA. Allocation of existing NASF by department is based on user interviews, THECB data, and on-site visits. All proposed NASF is for preliminary planning purpose only. Detailed programming of spaces is recommended prior to conceptual design. 2. Proposed NASF for this position is included in the Vice President for Finance and Administration proposed NASF. 3. Includes proposed staff related to the capital improvement campaign. Proposed NASF is the anticipated space availability at 3034 Raguet (Randall House). 4. Includes square footage for Hall of Honor and increased promotional supply storage.

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.14 Space Strategy Recommendations Project Phasing, Benefits, & Preliminary Cost

Overall Project Phasing Phase 1 The opening of the new Cole STEM Building will provide vacancies in existing space on campus as the Physics, Engineering, and Astronomy and Computer Science departments move from ast stin Street the Math, McKibben Education, and Miller Science Buildings into the new facility. In addition, the recent construction of the Residence Life Operations Building has resulted in vacant space within the Rusk Building and the Housing ort Street Operations Annex. Projects in Phase 1 consider how these spaces should be back-filled once they are vacated. Other

Raget Street buildings may be proposed for Phase 1 to allow the major initiatives - Austin Administration building, the Kennedy Welcome Center and One Stop, Thomas J. Rusk Student Services, and the Steen Figure 3-6: Buildings Impacted by Proposed Phase 1 Projects On-Campus and Remote Location (inset) Innovation Center and Academic Commons - to No. Building Name No. Building Name be completed sooner. Other smaller projects in 101 Stephen F. Austin Administration Building 149 Robert T. McKibben Education the remaining buildings help facilitate these major 102 Thomas J. Rusk 152 College of Education Annex building initiatives, or help alleviate urgent space 109 L.E. Griffith Fineort Artsrc Street 161 Math Building constraints. 120 Kennedy Auditorium 185 Human Services Note, while every attempt is made to minimize ast ain Street 121 E. L. Miller Science 187 Student Technical Support the number of moves required for a department 122 T.E. Ferguson Liberal Arts 193 310 E. Starr (Vacant) to be relocated to its final proposed destination, 136 Paul L. Boynton 206 3034 Raguet Street (Randall House) in some cases, multiple moves may be necessary. In all phases, swing- or flex-space will be required 146 R.W. Steen Library 526 Housing Operations Annex to accommodate departments temporarily which 147 Lucille Norton HPE Complex B Cole STEM Building are displaced during renovation. 148 R.E. McGee Business

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 3.15 Space Strategy Recommendations Street Raget Project Phasing, Benefits, & Preliminary Cost

Phase 2 ast oege Street Phase 2 builds upon the projects noted in Phase rie niersity ort 1 to achieve the initiatives such as establishing the R.W. Steen Innovation Center and Academic Commons, consolidated archival and research groups, creating the One Stop, and designating Austin Administration as a purely administrative building.

ort Street

ast Starr ene

Figure 3-7: Buildings Impacted by Proposed Phase 2 Projects No. Building Name No. Building Name 101 Stephen F. Austin Administration Building 149 Robert T. McKibben Education 102 Thomas J. Rusk 161 Math Building 122 T.E. Ferguson Liberal Arts 162 Vera Dugas Liberal Arts North 136 Paul L. Boynton 185 Human Services 146 R. W. Steen Library

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.16 Space Strategy Recommendations Project Phasing, Benefits, & Preliminary Cost

Phase 3 ast stin Street By Phase 3, major project initiatives are completed. Other projects are introduced for consideration to help better utilize space more efficiently. tegaR teertS

ort Street New purpose is found for under-utilized spaces, such as renovating Wisely Hall for administrative use, re-purposing large unused lecture halls and assembly spaces in Miller Science for faculty use, and reconfiguring McKibben Education for Raget Street better efficiency. In Phase 3, these opportunities can help relocate some academic programs from ast oege Street lower density facilities on campus to the heart of rie niersity ort campus, allowing for aged, inefficient, and underutilized buildings to be “mothballed” or demol- ished for future building construction, if desired. Recognizing that the space utilization strategy ort rc Street should be considered a “living document” that is astsubject ain Street to change, based on evolving space needs

and program initiatives, it is recommended the ort Street proposed Phase 3 projects be re-visited after completion of Phases 1 and 2 and evaluated for their relevance and updated, as required. Figure 3-8: Buildings Impacted by Proposed Phase 3 Projects On-Campus and Remote Location (inset) No. Building Name No. Building Name 110 Military Science 162 Vera Dugas Liberal Arts North 113 Agriculture Mechanics Shop 183 School of Social Work 123 Human Sciences Building 186 University Safety 148 R.E. McGee Business 187 Student Technical Support ast Starr ene 149 Robert T. McKibben Education 189 Early Childhood Research Center 152 College of Education Annex 500 Wisely 158 Human Sciences South 534 Stephen B. Tucker Health Services

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 3.17 Space Strategy Recommendations Project Phasing, Benefits, & Preliminary Cost

Preliminary Project Cost Table 3-2: Preliminary Total Project Cost Estimate - Summary Initial programming for each of the proposed Phases of Work TOTAL relocations will be necessary to accurately project Building 1 2 3 Proposed GSF Estimated Cost individual proposal construction costs. 101 Stephen F. Austin Administration Building l l 32,000 $10,260,000 However, it is possible to prepare a preliminary 102 Thomas J. Rusk l l 39,000 $12,120,000 cost analysis in order to estimate the projected 120 Kennedy Auditorium l 18,500 $6,290,000 cost by project based on conservative estimates of 121 E. L. Miller Science l 145,000 $46,400,000 construction cost per square foot by each type of 122 T.E. Ferguson Liberal Arts l l 15,000 $4,250,000 space proposed and building within which work 136 Paul L. Boynton l l 13,000 $4,160,000 is recommended to occur. 146 R.W. Steen Library l l 254,000 $59,186,000 In general, 65% of a total project cost is con- 147 Lucille Norton HPE Complex (Addition) l 9,000 $2,430,000 servatively allotted for construction costs. The 148 R.E. McGee Business l l 20,000 $6,660,000 remaining 35% is utilized for “soft costs”, such as 149 Robert T. McKibben Education l l l 85,000 $27,154,000 A/E design fees, permitting, materials testing, 161 Math Building l l 23,000 $7,060,000 furnishings, fixture and equipment, external util- 162 Vera Dugas Liberal Arts North l l 8,000 $2,880,000 Recommended Renovations Recommended ity infrastructure, contingencies, etc. 185 Human Services l l 13,000 $4,160,000 The actual project budget will be determined by 187 Student Technical Support l 3,000 $1,080,000 available funding sources (i.e. tuition revenue 189 Early Childhood Research Center l 11,000 $3,960,000 bonds), fundraising capability and an analysis 206 3034 Raguet Street (Randall House) l 7,000 $1,890,000 of the financial and operational feasibility of the 526 Housing Operations Annex l 3,000 $810,000 activities. B Cole STEM Building l 12,000 $2,025,000 Preliminary total project costs and proposed Total Recommended Renovations 710,500 $202,775,000 square foot of work, by phase, are provided on 500 Wisely l 28,000 $10,360,000 nate the summary table and detail table which follows - Alter (Tables 3-2 and 3-3). Costs are escalated assuming Total Alternate Renovations 28,200 $10,360,000 work in Phase 2 would occur within 5 years; Phase New Agriculture Mechanics Shop (to Replace Bldg. 113) l 13,000 $3,510,000 3 within 10 years. New Filmmaking Studio/Warehouse l 5,000 $1,350,000 New All estimates are preliminary and provide rough Buildings 534 Stephen B. Tucker Health Services (Addition) l 4,000 $1,350,000 order of magnitude cost only. Total New Construction 22,000 $6,210,000 1. Proposed NASF provided has been grossed and rounded to the nearest thousandth utilizing 65% efficiency. Actual scope of renovation and square feet should be verified during the conceptual planning and design process.

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.18 Space Strategy Recommendations Project Phasing, Benefits, & Preliminary Cost

Table 3-3: Preliminary Total Project Cost Estimate Phases of Work Phase 1 Phase 2 Phase 3 TOTAL Building 1 2 3 Total GSF1 Estimated Cost Total GSF Estimated Cost Total GSF Estimated Cost GSF Estimated Cost 101 Stephen F. Austin Administration Building l l 6,000 $1,680,000 26,000 $8,580,000 — — 32,000 $10,260,000 102 Thomas J. Rusk l l 15,000 $4,200,000 24,000 $7,920,000 — — 39,000 $12,120,000 120 Kennedy Auditorium l 18,500 $4,625,000 18,500 $6,290,000 121 E. L. Miller Science2 l 145,000 $46,400,000 — — — — 145,000 $46,400,000 122 T.E. Ferguson Liberal Arts l l 11,000 $2,970,000 4,000 $1,280,000 — — 15,000 $4,250,000 136 Paul L. Boynton l l — — 13,000 $4,160,000 — — 13,000 $4,160,000 146 R.W. Steen Library l l 209,000 $44,786,000 45,000 $14,400,000 — — 254,000 $59,186,000 147 Lucille Norton HPE Complex (Addition) l 9,000 $2,430,000 — — — — 9,000 $2,430,000 148 R.E. McGee Business l l 6,000 $1,620,000 — — 14,000 $5,040,000 20,000 $6,660,000 149 Robert T. McKibben Education l l l 13,000 $2,194,000 6,000 $1,200,000 66,000 $23,760,000 85,000 $27,154,000 161 Math Building l l 6,000 $1,620,000 17,000 $5,440,000 — — 23,000 $7,060,000 162 Vera Dugas Liberal Arts North l l — — — — 8,000 $2,880,000 8,000 $2,880,000 Recommended Renovations Recommended 185 Human Services l l — — 13,000 $4,160,000 — — 13,000 $4,160,000 187 Student Technical Support l — — — — 3,000 $1,080,000 3,000 $1,080,000 189 Early Childhood Research Center l — — — — 11,000 $3,960,000 11,000 $3,960,000 206 3034 Raguet Street (Randall House) l 7,000 $1,890,000 — — — — 7,000 $1,890,000 526 Housing Operations Annex2 l 3,000 $810,000 — — — — 3,000 $810,000 B Cole STEM Building l 12,000 $2,025,000 — — — — 12,000 $2,025,000 Total Recommended Renovations 460,500 $118,915,000 148,000 $47,140,000 102,000 $36,720,000 710,500 $202,775,000 500 Wisely l — — — — 28,000 $10,360,000 28,000 $10,360,000 nate nate - Alter

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Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.20 Space Strategy Recommendations Building-by-Building Strategy • Stephen F. Austin Administration Building Legend Building-by-Building Strategy Academic Affairs Common Spaces, New Initiatives, or Growth Executive Leadership University Advancement Stephen F. Austin Administration Building Finance and Administration University Affairs (101)

VP for Advancement The Austin Administration building currently VP for University Aairs houses Executive level leadership, university VP for Academic Aairs administrative offices, as well as some student General Counsel services. The proposed long-term vision for this President Board of Regents facility is to function as a purely administrative (includes Conference Spaces) building. VP for Finance and Admin THIRD FLOOR AUSTIN BUILDING: 8,694 NASF Phase 1 Relocate Development to the Randall Controller (Accounts Payable, Payroll, Travel, Grants and House (3034 Raguet) and reconfigure Contract Reporting, third floor VP spaces to accommodate Accounting) additional staff Audit Services Shared Conference / Relocate Student Financial Services and Future Expansion the Business Office to begin forming the Thomas J. Rusk Student Services Building SECOND FLOOR AUSTIN BUILDING: 8,217 NASF and Kennedy Welcome Center and One Stop O ce of Institutional Research Phase 2 O ce of Student Learning and Institutional Assessment / New First Floor Occupants Space Scheduling and Utilization ■■ OSLIA and Space Scheduling and Human Resources Utilization University Marketing (Consolidated) ■■ Office of Institutional Research FIRST FLOOR AUSTIN BUILDING: 9,290 NASF Relocate and expand Human Resources from Level 2 to Level 1

Figure 3-9: Proposed Building Stacking at End of Phase 3

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 3.21 Space Strategy Recommendations Building-by-Building Strategy • Stephen F. Austin Administration Building

Create a shared conference room for build- Legend ing occupants and utilize remaining space Academic Affairs Common Spaces, New Initiatives, or Growth as future growth, including growth in the Executive Leadership University Advancement Controller department Finance and Administration University Affairs

Relocate Residence Life to the Rusk VP Academic General VP University Student Services Building, after renova- Advancement A airs /

Regents Counsel Provost tion of Rusk’s second level

VP Finance and President’s Suite Renovate the remainder of the first floor to Conference Spaces VP University receive University Marketing offices cur- Administration A airs rently located in Ferguson, consolidating the department to one location Level 3

Common Conference Controller Room Growth Controller (Accounts Payable, Travel, Payroll, Grants & Contract Future Audit Reporting, Accounting) Growth Services

Level 2

University Marketing OSLIA, Space Scheduling and Utilization, OIR

University Marketing Human Resources

Level 1

Figure 3-10: Conceptual Block Floor Plan at End of Phase 3

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.22 Space Strategy Recommendations Building-by-Building Strategy • Stephen F. Austin Administration Building

Development (to Relocate Development to Randall Randall House) - House and recon gure area for VP Recongure Austin Finance and 2 relocated support sta: L3 VP Areas •Director of Financial Services (currently located in Physical Plant) •Budget Analyst (currently located in the President’s Suite) East College Street Relocate VP University Advancement and VP Academic Aairs to these spaces for

Raguet Street Raguet eciencies Level 3 Relocate VP University Aairs to this 101 space to accommodate Director of Divisional Operations (currently Financial Aid / located in the Student Center) Business O ce Relocate Business Oce to Thomas 102 J. Rusk Student Services

Level 2

Relocate Student Financial Aid to Thomas J. Rusk Student Services

Level 1 Figure 3-11: Phase 1 - Identified Opportunities

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 3.23 Space Strategy Recommendations Building-by-Building Strategy • Stephen F. Austin Administration Building

East College Street Raguet Street Raguet

Residence Life Level 3 101

Relocate Human Resources to Level O ce of Institutional Research 1, recongure space as needed for 122 future growth (from temporary swing space) 102

Recongure Business O ce space for common conference room and OSLIA, Space Scheduling and Controller growth Utilization, and Marketing (from Ferguson) Level 2

Relocate Residence Life to Thomas J. Rusk

Recongure for expanded University Marketing

Relocate administrative groups from other buildings on campus:

•OSLIA / Space Scheduling and Utilization •O ce of Institutional Research

Renovate for expanded Human Level 1 Resources Figure 3-12: Phase 2 - Identified Opportunities

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.24 Space Strategy Recommendations Building-by-Building Strategy • Stephen F. Austin Administration Building

Table 3-4: Austin Administration Building Conceptual Projects and Phasing Phase 1A Phase 1B Phase 2A Phase 2B Phase 3A Phase 3B

Moving Moving Moving Moving Moving Moving Moving Moving Moving Moving Moving Moving

Executive Leadership (Vice Reconfigure Level 3

Presidents) 3 Level Austin Offices

Business Office Austin Rusk Office of Institutional Research Swing Swing Austin Rusk

Space Space Swing Swing Space Rusk Level 1 Rusk Level Financial Aid Austin Rusk No Work No Work OSLIA / Space Utilization Ferguson Austin

Human Resources 1 (Partial) Level Austin Austin L2 Austin L1

Shared Spaces with Conference Reconfiguration Room (Partial) (Partial) Controller 2 Level Austin Expansion in Place Residence Life Austin Rusk Rusk Level 2 Level

University Marketing 1 Level Austin Ferguson Austin

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 3.25 Space Strategy Recommendations Building-by-Building Strategy • Thomas J. Rusk

Thomas J. Rusk (102) Legend Academic Affairs Common Spaces, New Initiatives, or Growth As of July 2017, the Print Shop on Level 1 has been Finance and Administration University Affairs relocated to a new building on the east side of campus. The vacated space presents an opportunity to begin the creation of a center for student services, working in conjunction with the new Kennedy Welcome Center and One Stop. If stu- International Programs dents require more in depth assistance than what Center for Career and Prof Dev Kennedy will provide, they may be directed to O ce of Research and Sponsored Programs Rusk Student Services Building. Graduate Studies Phase 1 proposes the following: Growth in Departments / TBD OIR and the Enrollment Management Data THIRD FLOOR RUSK BUILDING: 8,860 NASF Center temporarily relocate to swing space in McGee Business, McKibben Education, or other suitable location Enrollment Management - Recruitment and Enrollment The Texas Folklore Society office permanently Enrollment Management relocates to R.W. Steen Library Level 2 to a Registrar consolidated research and archives collection Future Growth Residence Life The first floor of Rusk is reconfigured for: SECOND FLOOR RUSK BUILDING: 8,530 NASF Business Office (from Austin) Financial Aid (from Austin)

Enrollment Management Data Center Business O ce (from temporary swing space) Student Financial Aid Enrollment Management Testing Services relocates from the third floor (Data Center) to a renovated space in the Math Building Relocate the Title IX office, Student Rights and Responsibilities, the Assistant Dean of FIRST FLOOR RUSK BUILDING: 8,800 NASF Student Affairs - Support Services, Counseling Services, and the Center for Career and Figure 3-13: Proposed Building Stacking at End of Phase 3

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.26 Space Strategy Recommendations Building-by-Building Strategy • Thomas J. Rusk

Legend Professional Development to temporary swing Academic Affairs Common Spaces, New Initiatives, or Growth space, so that level 3 may be renovated at one Finance and Administration University Affairs time Relocate the second floor Enrollment International Programs Management groups to temporary swing space so that the entire floor may be renovated During Phase 2, the second and third floors of ORSP and Graduate Center for Career and Studies Professional Development Rusk are completed: Relocate the Title IX office, Student Rights and Responsibilities, ,the Assistant Dean Level 3 of Student Affairs - Support Services, and Counseling Services from the temporary swing space to Human Services, in space vacated by Common EnrollmentOpen Management - Spaces the Tech Shop and Telecommunications and AdmissionsConsultation and Registrar Networking. Info Desk Queue Enrollment Management - Reconfigure the second floor of Rusk for Admissions and Registrar Residence Life Enrollment Management and Residence Life Reconfigure the third floor of Rusk for: Level 2 International Programs Office of Research and Sponsored Programs Enrollment Management - Common Spaces Graduate Studies Data Center Center for Career and Professional Enrollment Business Development Management - Student Financial Aid O ce Data Center

Level 1

Figure 3-14: Conceptual Block Floor Plan at End of Phase 3

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 3.27 Space Strategy Recommendations Building-by-Building Strategy • Thomas J. Rusk

Relocate Testing Services to Math

East College Street Relocate Title IX, Student Rights Level 3 and Responsibilities, the Assistant Dean of Student Aairs - Support Services, Counseling Services, and

the Center for Career and Raguet Street Raguet Professional Development to temporary swing space 101 Financial Aid / Business O ce Texas Folklore Society (from Relocate second oor Enrollment Management to temporary swing 102 Rusk) Relocate to temporary swing space: OIR / Enrollment space Mgmt. Data Center (to •Title IX Level 2 •Student Rights and Responsibilities Swing Space in McGee) 146 •Assistant Dean - Support Services Relocate OIR to temporary swing •Counseling Services space in McGee until Austin renovations are complete •Center for Career and Professional 148 Development Relocate Enrollment Management •Level 2 Enrollment Management 161 Data Center to temporary swing space in McGee until Rusk Testing Services Renovations are complete

Relocate Texas Folklore Society to R.W. Steen Library Vacated Print Shop Recon gure rst oor for: •Business Oce •Financial Aid •Enrollment Management Data Level 1 Center

Figure 3-15: Phase 1 - Identified Opportunities

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.28 Space Strategy Recommendations

Building-by-Building Strategy • Thomas J. Rusk Raget Street Raget Renovate third oor for: ast oege Street •International Programs ite Stdent Rigts •ORSP Level 3 and Responsiiities •Graduate Studies R rom cee ssistant ean •Career and Professional Development Sing Space Spport Serices rom temporary sing space

Residence ie nternationa rograms RS radate Stdies Renovate second oor for recongured Enrollment

Management and Residence Life enter or areer and Level 2 roessiona eeopment and ee nroment anagement rom Sing Space

Level 1 Figure 3-16: Phase 2 - Identified Opportunities

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 3.29 Space Strategy Recommendations Building-by-Building Strategy • Thomas J. Rusk

Flexible Plan Concept Legend Academic Affairs Common Spaces, New Initiatives, or Growth When planning for the various student-focused Finance and Administration groups within Rusk, consider the layout of the facility, on all floors, to create a welcoming, efficient, and flexible space for visitors and staff. In Common Private O ces Spaces lieu of designated departmental suites, as currently exists, consider a more open plan with Open Workstations Open Workstations Shared perimeter offices enclosed with glass demount- Waiting able partitions, instead of gypsum wallboard, for Private O ces Lounge Private O ces greater flexibility in the future. Perimeter offices, with shared common spaces between depart- Level 3 ments, will help facilitate future facility changes. Providing an information desk on level 2 is recommended. As the main building entry, location of a Common Private O ces Private O ces service desk at this point will ensure students are Spaces directed to the appropriate department within the Info Open Self-Help Waiting Open Desk building. Staff would escort or direct students, or Workstations Kiosks Lounge Workstations assist with placing them in an electronic queue, Private O ces Private O ces to avoid traditional queue lines. In place of queue lines, provide relaxed, inviting student lounge areas for students to wait until called for consul- Level 2 tation. Self-help computer kiosks would allow students to serve themselves as needed. Common Private O ces Private O ces Spaces

Open Open Waiting Workstations Workstations Lounge Private O ces

Level 1

Figure 3-17: Conceptual Block Floor Plan -Flexible Plan

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.30 Space Strategy Recommendations Building-by-Building Strategy • Thomas J. Rusk

Table 3-5: Thomas J. Rusk Conceptual Projects and Phasing Phase 1A Phase 1B Phase 2A Phase 2B Phase 3

Moving Moving Moving

Department / Division Renovation Project From Moving To Renovation Project From Moving To Renovation Project From Moving To Texas Folklore Society Steen Level 2 Level 1 Level Office of Institutional Research Rusk Swing Space Austin Swing Space Austin Swing Space Swing Enrollment Management (Rusk Level 1) 2; Level Steen Swing Space Swing Space

Financial Aid 1 Rusk Level Rusk Austin Business Office Testing Services Rusk Math Math Math Level 1 Level

Title IX Assistant Dean - Support Services Human Swing Space Services Student Rights and Responsibilities Swing Space Level 1 No Work No Work Counseling Services Rusk Center for Career and Professional Development Registrar (Level 2) Swing Swing Space Rusk Enrollment Management (Level 2) Space/ Kennedy Residence Life Austin International Programs 1 3 / Human Services Level 2 / Rusk Level Rusk Level Rusk Graduate Studies LAN Office of Research and Sponsored Prog.

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 3.31 Space Strategy Recommendations Building-by-Building Strategy • Kennedy Auditorium

Kennedy Auditorium (120) Legend Academic Affairs Common Spaces, New Initiatives, or Growth Kennedy Welcome Center and One Stop Finance and Administration University Affairs Kennedy Auditorium is conveniently located near parking, the Student Center, and the planned Enrollment Management - new campus entry along Clark and Griffith. It Admissions is also in close proximity to the Rusk building (Administrative Spaces) which currently houses many student services. Enrollment Management - Registrar Given these considerations, and that Kennedy (Administrative Spaces) Auditorium is currently underutilized, the opportunity exists for its renovation and transformation SECOND FLOOR KENNEDY AUDITORIUM*: 4,800 NASF into a unique space serving as a “one stop” for both current and prospective students’ enroll- Lobby / Waiting Lounge ment and registration needs. Welcome Desk, Student Welcome Center, Express A potential configuration for Kennedy Services Auditorium is provided to show how the build- Enrollment Management Open Area Residence Life Open Area ing would accommodate the following functions: Student Financial Aid Open Area Welcome Desk - An information desk direct- Business O ce

ing visitors to the most appropriate service FIRST FLOOR KENNEDY AUDITORIUM: 6,000 NASF area Figure 3-18: Proposed Building Stacking at End of Phase 3 Welcome Center - An inviting space for prospective students to learn about the university and student services; Jack Walker tours would Front line representatives for new students This concept allows more administrative func- begin here from departments such as Enrollment tions of each department, to be located within Express Student Services - An area with self Management, Student Financial Aid, and the Rusk building, while Kennedy acts as the first help kiosks as well as circulating generalist Residence Life in open workstation areas for stop for new and potential students introduced staff, who are cross-trained and are able to consulting with new students on the first level to the SFA campus. Its location, adjacent to the assist with the admissions process, schedul- Administrative functions for Enrollment parking garage, and its unique architecture may ing meetings with counselors and advisors, Management Admissions and Registrar be used to its benefit as an instantly recogniz- paying tuition, and determining eligibility for located on a new mezzanine level able and easily accessible place for prospective financial aid students and their families visiting the campus.

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.32 Space Strategy Recommendations Building-by-Building Strategy • Kennedy Auditorium

Legend Current students may also utilize the facility’s Academic Affairs express services. The Thomas J. Rusk building Finance and Administration could then become a Student Services hub with Common Spaces, New Initiatives, or Growth more detailed services, where students requir- University Affairs ing additional assistance may be directed to or escorted from the new Kennedy Welcome Center inancia id and One Stop. dmissions Registrar The benefits to utilizing Kennedy Auditorium as the Student Welcome Center and One Stop include:

pen to eo Streamlined phasing - because Kennedy is underutilized, renovations may occur with minimal disruptions to existing groups in Rusk eanine A prime location near to the Student Center, parking, and the new campus entry nterna dit Vacated space in Rusk would be available for the expansion of other groups or overflow of Austin Building administration pen ssistance rea Phase 1 proposes the following:

pen ssistance Kennedy Auditorium is renovated to support rea an Admissions and Welcome Center pen ssistance press rea Generalists will provide essential assistance ecome Stdent for admissions and enrollment and will direct enter Serices aiting students and visitors as necessary to consult onge with other departments ecome es

Figure 3-19: Conceptual Block Floor Plan for Kennedy Welcome Center and One Stop

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 3.33 Space Strategy Recommendations Building-by-Building Strategy • Cole STEM, E.L. Miller Science, and Math

Cole STEM, E.L. Miller Science, and Math The opening of the new Cole STEM Building will provide opportunities for new functions and programs created by vacancies in space currently occupied by the Department of Physics, Engineering, and Astronomy in both E.L. Miller Science and the Math Building. The graphics and discussions which follow further illustrate the moves associated with these three facilities. Cole STEM Building (B) In the current design, approximately 7,550 NASF of shell space is available on the top floor. As Figure 3-20: Architectural Rendering of the New Cole STEM Building construction is currently underway, it is recommended that during Phase 1 (or sooner): STEM Building shell space be finished out for the STEM Center administration, currently located in the first floor of the Math Building, to further align the STEM programs on campus Locate the administrative offices for the Dean of College of Sciences and Mathematics to the shell space so that vacated space in Miller may be utilized for growing academic programs Space needs developed during the Cole STEM Building programming should be reviewed and confirmed prior to design of this area No work is currently proposed within the new STEM Building in Phases 2 or 3.

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.34 Space Strategy Recommendations Building-by-Building Strategy • Cole STEM, E.L. Miller Science, and Math

Legend E.L. Miller Science (121) College of Sciences and Mathematics General Classroom Assembly Common Spaces, New Initiatives, or Growth College of Education Miller Science houses programs within the COSM. Current occupants of this building Storage Space are Biology, Physics, Geology, and the COSM Administration and Advising. Upon the opening of the new STEM Building, the Physics, Engineering, and Astronomy department is scheduled to relocate. To infill the vacated space R R R S S during Phase 1: Relocate Chemistry faculty from the Math tre pansion nitiaties building to Miller Science enera assroom emistry acty Utilize remaining spaces for expansion of the ioogy eoogy pansion Geology and Biology departments eoogy Relocate the offices for the Dean of the College of Sciences and Mathematics to the R R R S S new STEM building shell space Utilize the vacated offices of the Dean and infill tre pansion nitiaties ioogy the two large lecture halls on Level 1 for use by eoogy the Human Performance Lab and faculty, relocated from the College of Education Annex Infill large lecture labs on levels 2 and 3 S R R S S (approximately 6,780 NASF) and finish as shell space for future needs, or utilize as swing man erormance a and space during construction projects acty ioogy pansion ioogy Sared at and Science

RS R R S S Figure 3-21: Proposed Miller Science Building Stacking at End of Phase 3

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 3.35 Space Strategy Recommendations Building-by-Building Strategy • Cole STEM, E.L. Miller Science, and Math

Raget Street Raget ompter Science to S iding Utilize vacated machine shop for building storage

Level 4 emistry

ysics ngineering Physics spaces relocating to Cole and stronomy STEM Building Level 3 ean o oege o In ll vacant spaces with Chemistry Sciences and faculty spaces, and Biology and atematics man Geology program expansions erormance a

ysics ngineering and In ll large lecture halls for future stronomy and S growth / initiatives, or utilize as enter rom at swing space Level 2

Relocate the Dean of the College of Sciences and Mathematics to the Cole STEM Building shell space

Renovate lecture halls and Dean’s space for Human Performance Labs and faculty Physics spaces relocating to Cole STEM Building; in ll vacant space with Biology expansion Level 1 Figure 3-22: Phase 1 - Identified Opportunities in Miller Science and the new STEM Building

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.36 Space Strategy Recommendations Building-by-Building Strategy • Cole STEM, E.L. Miller Science, and Math

Legend Math Building (161) Academic Affairs General Classrooms College of Education University Affairs The Math Building currently houses the Math and College of Science and Mathematics Chemistry departments, General Classrooms, and the STEM Center. When the new Cole STEM Building opens, the existing Planetarium will be relocated. In Phase 1: enera assrooms atematics epartment Relocate the STEM Center to the available shell space in the new STEM building Renovate the space vacated by the STEM Center for Testing Services (from Rusk) R R S Relocate the Chemistry faculty to available space in Miller Science, placing them in closer proximity to the Chemistry Building enera assrooms In Phase 2: Renovate space vacated by the Chemistry department for: Disability Services (from Human S R S Services), placing it in close proximity to Testing Services for shared services and resources esting Serices isaiity Serices The School of Honors (from McKibben Scoo o onors Education) inary ae Relocate the Culinary Cafe to a renovated space on the first floor, in place of the Planetarium and the lecture hall to take advantage of the unique space and location on campus RS R S Figure 3-23: Proposed Building Stacking at End of Phase 3

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 3.37 Space Strategy Recommendations Building-by-Building Strategy • Cole STEM, E.L. Miller Science, and Math

The conceptual layout for level 1 of the Math Building illustrates the relationship to the new Steen Innovation Center and Academic Commons. Providing an amenity such as the Culinary Cafe in this area takes advantage of its aring proximity to the center of campus. Note that an alternate is proposed for the Culinary Cafe to be located at the former residential property at Steen nnoation enter isaiity Serices 1401 N. Mound Street (acquired by SFA in 2017). and cademic ommons See the end of this chapter for alternate space Scoo o onors strategies. Scoo o The School of Honors may also benefit from the onors new location, being in close proximity to the aca- inary ae demic heart of the campus. appro S esting Serices Parking is available adjacent to the Math building, to benefit Testing Services. Disability Services tdoor ining and would occupy a first floor location, making its ents services more accessible. nanced connection to cademic ommons and te center o camps

Figure 3-24: Conceptual Block Floor Plan for Math Building Level 1

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.38 Space Strategy Recommendations Building-by-Building Strategy • Cole STEM, E.L. Miller Science, and Math

esting Serices

emistry acty Spaces and a ee

S enter and anetarim Reocate S enter to oe S iding se space renoate or

esting Serices Raget Street Raget

Reocate emistry acty spaces and a to ier Science

anetarim is reocating to oe S iding

Figure 3-25: Phase 1 - Identified Opportunities

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 3.39 Space Strategy Recommendations Building-by-Building Strategy • Cole STEM, E.L. Miller Science, and Math

isaiity Serices ee

Scoo o onors

inary ae Renoate spaces or te Scoo o onors

Renoate spaces or isaiity

Serices Raget Street Raget Renoate spaces or inary ae

Figure 3-26: Phase 2 - Identified Opportunities

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.40 Space Strategy Recommendations Building-by-Building Strategy • Cole STEM, E.L. Miller Science, and Math

Table 3-6 Cole STEM, Miller Science, and Math Conceptual Projects and Phasing Phase 1A Phase 1B Phase 2A Phase 2B Phase 3

Moving Moving Moving

Department / Division Renovation Project From Moving To Renovation Project From Moving To Renovation Project From Moving To STEM Center Math Cole STEM Testing Services Rusk Math (Partial) Math Level 1 Level Math Dean of College of Sciences and Miller Cole STEM Mathematics STEM Shell Space Science Physics, Engineering, and Astronomy Miller Cole STEM Science / Cole Cole STEM Math Large Lecture Halls Renovate in Place No Work No Work

Biology Miller Science Expansion in Place Geology Expansion in Place Human Performance Lab and Faculty EDAN Miller Chemistry Math Miller Disability Services Human Services Math School of Honors McKibben

Culinary Cafe 1 (Partial) Level Math EDAN

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 3.41 Space Strategy Recommendations Building-by-Building Strategy • T.E. Ferguson Liberal Arts

T. E. Ferguson Liberal Arts (122) Legend College of Liberal and Applied Arts While the majority of space in T.E. Ferguson General Classrooms Liberal Arts is utilized for academic instruction Future Initiatives / Expansion and support, several university administration entities, as well as research centers, with historic General Classroom College of Liberal and artifact collections and archival materials, are also Applied Arts Labs / O ces housed here. In Phase 1: FOURTH FLOOR FERGUSON BUILDING: 10,100 NASF

Relocate research centers to R.W. Steen Future Growth / Initiatives Library, near the existing East Texas Research General Classroom College of Liberal and Center, for shared resources, enhanced col- Applied Arts Labs laboration, and increased access to materials THIRD FLOOR FERGUSON BUILDING: 10,000 NASF Center for East Texas Studies Future Growth / Initiatives East Texas Historical Association General Classroom College of Liberal and Anthropology and Archaeology Applied Arts O ces College of LAA Advising Repositories College of LAA Dean’s Suite SECOND FLOOR FERGUSON BUILDING: 8,200 NASF Center for Regional Heritage Research Future Growth / Initiatives Relocate the Art Education classroom on General Classroom the ground level to the former Housing College of Liberal and Operations Annex to be closer to Art Applied Arts Labs / O ces

Relocate Multi-Disciplinary Programs from FIRST FLOOR FERGUSON BUILDING: 8,800 NASF Ferguson level 2, and from the Boynton build- Future Growth / Initiatives General Classroom ing, to a consolidated location at the ground College of Liberal and level of Ferguson Applied Arts Labs / O ces Modern Languages Learning In Phase 2: and Resource Center Multidisciplinary Programs Relocate the Office of Student Learning GROUND FLOOR FERGUSON BUILDING: 8,700 NASF Faculty O ces and Institutional Assessment and the Office of Space Scheduling and Utilization to the Austin Building Figure 3-27: Proposed Building Stacking at End of Phase 3

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.42 Space Strategy Recommendations Building-by-Building Strategy • T.E. Ferguson Liberal Arts

Relocate University Marketing from the existing entities, such as advising and the ground level of Ferguson to the Austin Language Resource Lab. Also consider recon- Administration building, consolidating this figuring and updating graduate student spaces department within Ferguson in the near term. Projected fac- Vacated space in Ferguson from Phases 1 and ulty growth for the College of Liberal and Applied Arts will likely require additional space in both Level 4 2 may be utilized for additional faculty office space, instructional spaces, or expansion of LAN and Ferguson.

S rom Stdent A A - Relocate the Center for East Texas Studies to Steen Library Spport enter

ose Raget Street Raget Level 3 ast oege Street

B - Relocate the East Texas Historical Association to Steen Library B C - Relocate Multidisciplinary Level 2 C Programs faculty o ces to the rt dcation assroom to ormer ground oor; expand the College osing perations nne of Liberal and Applied Arts Dean’s Suite tidiscipinary rograms D - Relocate Anthropology and Archaeology Repositories to Steen D Library Level 1 E - Relocate the Center for Regional Heritage Research to Steen rcia and Library Researc rops F - Relocate Art Education E D classroom to Housing Operations Annex; utilize adjacent D space (E) to create consolidated E Multidisciplinary Programs faculty F suite Level G Figure 3-28: Phase 1 - Identified Opportunities

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 3.43 Space Strategy Recommendations Building-by-Building Strategy • T.E. Ferguson Liberal Arts

Level 4

ast oege Street Raget Street Raget

S and Space Sceding and tiiation Level 3 niersity areting Relocate OSLIA and the O ce of Space Scheduling and Utilization to Austin Level 2

Level 1

Relocate University Marketing to Austin Administration Level G

Figure 3-29: Phase 2 - Identified Opportunities

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.44 Space Strategy Recommendations Building-by-Building Strategy • Vera Dugas Liberal Arts North

Legend Vera Dugas Liberal Arts North (162) College of Liberal and Applied Arts General Classrooms Similar to Ferguson Liberal Arts, the vision for Future Initiatives / Expansion the Liberal Arts North (lan) building is that it becomes more aligned as an academic building during Phase 2. Currently, the building contains Future growth in faculty for the College of Liberal and faculty offices for the College of Liberal and Applied Arts Applied Arts, as well as some student services Language, Culture, and Communications Faculty and administrative functions on the fourth floor. O ces In Phase 1, projects within R.W. Steen Library FOURTH FLOOR LAN BUILDING: 6,215 NASF and the Rusk building are underway to make room for groups proposed to relocate from LAN. English Faculty O ces History Faculty O ces In Phase 2: Anthropology, Geography, and Sociology O ces Relocate the Office of Research and Sponsored Programs and the Graduate Studies office suite to the Rusk Building, placing it near THIRD FLOOR LAN BUILDING: 6,899 NASF other student services Relocate International Programs to the Rusk Language, Culture, and Building, facilitating student access Communications Faculty O ces In Phase 3: English Faculty O ces Renovate and utilize vacated spaces on the fourth floor for growth in faculty for the SECOND FLOOR LAN BUILDING: 6,994 NASF College of Liberal and Applied Arts

Government Faculty O ces General Classroom Assembly

FIRST FLOOR LAN BUILDING: 8,521 NASF Figure 3-30: Proposed Building Stacking at End of Phase 3

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 3.45 Space Strategy Recommendations Building-by-Building Strategy • Vera Dugas Liberal Arts North

Relocate O ce of Research and Sponsored Programs and Graduate Studies to Rusk

Relocate International Programs to Level 4 Rusk

East College Street In Phase 3, renovate and utilize vacated spaces for growth in faculty for the College of Liberal

and Applied Arts Raguet Street Raguet

Level 3

162

102

International Programs, Graduate Studies, and O ce Level 2 of Research and Sponsored Programs

Level 1

Figure 3-31: Phase 2 and 3 - Identified Opportunities

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.46 Space Strategy Recommendations Building-by-Building Strategy • Vera Dugas Liberal Arts North

Table 3-7: T.E. Ferguson Liberal Arts / Vera Dugas Liberal Arts North (LAN) Conceptual Projects and Phasing Phase 1A Phase 1B Phase 2A Phase 2B Phase 3

Moving Moving Moving Moving

Department / Division Renovation Project From Moving To Renovation Project From Moving To Renovation Project From Moving To Renovation Project From Moving To Renovation Project School of Art - Art Education Housing Ferguson Ops. Annex Center for Regional Heritage Research Steen Level 2 Multi-Disciplinary Programs Faculty Ferguson Ferguson Level 2 / Ground Level Ferguson Ground Level Ground Ferguson Boynton College of Liberal and Applied Arts Dean’s Suite Expansion in Place

East Texas Historical Association 2 Level Steen Center for East Texas Studies Ferguson Steen Level 2 Anthropology and Archaeology

Repositories Ferguson Vacated Areas (As Required) (As Areas Office of Student Learning and Institutional Assessment / Space Ferguson Austin Level 1 Level Scheduling and Utilization Austin

Graduate Studies

Office of Research and Sponsored Programs Liberal Thomas J. Arts North Rusk International Programs 3 Rusk Level

University Marketing Ferguson Austin Level 1 Level Austin Austin

College of Liberal and Applied Arts Expansion in

Faculty LAN Level 4 Level Place Level 4

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 3.47 Space Strategy Recommendations Building-by-Building Strategy • Robert T. McKibben Education

Robert T. McKibben Education (149) Legend Assembly General Classrooms Upon the opening of the new Cole STEM College of Education Future Initiatives / Expansion Building, Level 3 of this facility will be largely College of Liberal and Applied Arts vacated with the relocation of Computer Science. The proposed long-range vision for this building is to house academic programs for the College of Liberal and Applied Arts and the College of Human Development and Education. Family Studies and Family and Consumer Sciences In Phase 1, it is proposed that the vacated General Classrooms Computer Science space provide temporary swing space for displaced departments as con- FOURTH FLOOR MCKIBBEN EDUCATION BUILDING: 12,000 NASF struction projects progress on campus.

During Phase 2, relocate the School of Honors to School of Social Work vacant space on the first floor of the Math build- General Classrooms ing. This will create more swing space and remove honors students from a floor with ongoing con- THIRD FLOOR MCKIBBEN EDUCATION BUILDING: 12,300 NASF struction activities. In Phase 3: Psychology Faculty O ces Consider reconfiguring the existing occupants Psychology Labs of the building for greater efficiencies Consolidate Psychology research laboratories to the second floor, with some remain- SECOND FLOOR MCKIBBEN EDUCATION BUILDING: 11,100 NASF ing on the first floor, if necessary University Press College of Education Dean, Consolidate the College of Education Associate Deans, Advising College of Education Assembly Administration to the first floor Military Science Faculty O ces Consider relocating Secondary Education and and Class Labs Psychology Labs Educational Leadership on the fourth floor FIRST FLOOR MCKIBBEN EDUCATION BUILDING: 15,200 NASF to vacant and underutilized space within the Early Childhood Research Center Figure 3-32: Proposed Building Stacking at End of Phase C

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.48 Space Strategy Recommendations Building-by-Building Strategy • Robert T. McKibben Education

Reconfigure the fourth floor for General The proposed moves in Phase 3 bring academic Classrooms and the Human Development programs currently located in smaller buildings and Family Studies and Family and Consumer across campus into the heart of campus. This ben- Sciences departments (from EDAN) efits the university by creating enhanced oppor- Relocate the School of Social Work from their tunities for collaboration among faculty and students and by vacating lower density facilities on ee current building, south of campus, to the third floor of McKibben campus, potentially reducing facility operating costs. Relocate Military Scienceast oege faculty Street and student

spaces to McKibben’s first floor Raget Street Raget

ompter Science spaces reocate to oe S enter tiie as ee temporary sing space dring ongoing constrction proects

ompter Science to S

ee Figure 3-33: Phase 1 - Identified Opportunities

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 3.49 Space Strategy Recommendations Building-by-Building Strategy • Robert T. McKibben Education

ast oege Street Raget Street Raget

Reocate Scoo o onors to te at iding

Scoo o onors to at iding

ee Figure 3-34: Phase 2 - Identified Opportunities

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.50 Space Strategy Recommendations Building-by-Building Strategy • Robert T. McKibben Education

ast oege Street Relocate Secondary Education and Educational Leadership to the ECRC, renovate for Human Raget Street Raget iitary Development and Family Level 4 Science rom Studies and for general Secondary dcation classrooms and dcationa iitary eadersip to R Science iding Renovate Level 3 for the School of Social Work (from the current Social Work building) and for general classrooms

Level 3

Relocate the College of Education Associate Dean and the O ce of Assessment and man eeopment Accountability to Level 1 and amiy Stdies and amiy and Recongure vacated space and onsmer Sciences general classrooms for Psychology labs from Level 1 rom Level 2 Scoo o Socia or rom Socia or Relocate Psychology labs to Level 2

Recongure spaces to house all of the College of Education administration

Relocate Military Science from the Military Science building

Level 1

Figure 3-35: Phase 3 - Identified Opportunities

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 3.51 Space Strategy Recommendations Building-by-Building Strategy • Robert T. McKibben Education

Table 3-8: McKibben Education Conceptual Projects and Phasing Phase 1A Phase 1B Phase 2A Phase 2B Phase 3A Phase 3B

Moving Moving Moving Moving Moving Moving Moving Moving Moving Moving Moving Moving

Department / Division Renovation Project From To Renovation Project From To Renovation Project From To Renovation Project From To Renovation Project From To Renovation Project From To McKibben Cole Computer Science Utilize McKibben Education Level 3 as Temporary Swing Space Cole Cole STEM Education STEM School of Honors McKibben Math Utilize Vacated School of Honors Space in McKibben Education as

Math Math Temporary Swing Space Level 1 Level

Military Science Military McKibben Science Level 1

College of Education Associate Reconfiguration Dean / Advising Suite College of Education Dean's McKibben McKibben Suite / Associate Dean / Office of 1 McKibben Level Level 2 Level 1 Assessment and Accountability Psychology Labs Level 1 Level 2 (Partial) McKibben Level 2 McKibben Level General Classrooms Level 2 McKibben McKibben Level 2 Levels 3 and 4 Social Work Social McKibben Work Level 3

General Classrooms Level 3 Expansion in Place

Secondary Education and McKibben ECRC Educational Leadership Level 4 ECRC Reconfigure Reconfigure

Human Sciences - Family and EDAN McKibben McKibben Level 3, 4 McKibben Level Consumer Sciences and Human Level 4 Development and Family Studies General Classrooms Level 4 Expansion in Place

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.52 Space Strategy Recommendations Building-by-Building Strategy

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Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 3.53 Space Strategy Recommendations Building-by-Building Strategy • R.W. Steen Library

R. W. Steen Library (146) Legend Academic Affairs College of Liberal and Applied Arts The R.W. Steen Library houses multiple depart- Common Spaces, New Initiatives, University Affairs ments of Academic Affairs, including the Library, or Growth Student Success functions, faculty resources such as the Center for Teaching and Learning, irary pen Stdy computer / information labs, and the East Texas irary Stdy Rooms irary Stac Research Center. The vision for this building to irary pen Stdy Stac become the proposed R.W. Steen Innovation Center and Academic Commons begins to take R R S RR S shape during Phase 1:

Reconfigure Level 1 to consolidate Information irary pen Stdy Technology Services/ Telecommunications irary Stdy Rooms irary Stac and Networking department, an expanded irary dministration AARC, additional food service, and a new irary ccess Serices 24-Hour Study Lab ircation R R S RR S Relocate Student Success from Level 2 to oaoration enter Level 1 enter or eacing and earning incdes no a Reconfigure space on Level 2 for relocated pen Seating trim research and archival groups on campus ast eas Researc enter amps Researc rops Texas Folklore Society nnoation reation Space R merging ecnoogy Center for Regional Heritage Research S R S RR S Center for East Texas Studies S eecommnications and East Texas Historical Association etoring ec Sop and S Anthropology and Archaeology irary ompter a oy Repository R Stdent Sccess Old Stone Fort additional storage or Stdy a ood Serice Relocate Library Administration from Levels 1 and 2 to Level 3; provide additional study RS R S RR S rooms on Levels 3 and 4 Figure 3-36: Proposed Building Stacking at End of Phase 3

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.54 Space Strategy Recommendations Building-by-Building Strategy • R.W. Steen Library

Legend Create efficiencies on Levels 3 and 4; convert Academic Affairs College of Liberal and Applied Arts some media to off-site or digital storage Common Spaces or New Initiatives University Affairs In Phase 2, it is proposed that the second floor undergo renovations to expand the East Texas riate Stdy riate Stdy Research Center, and to provide academic com- Researc enter or Rooms Rooms and rcie eacing and mons services for the faculty and students. rops earning Expand the ETRC; reconfigure the space to ast eas pen take advantage of the west side views across Researc Seating enter campus and to bring light into the building ast eas Renovate space for a Collaboration Center to Researc oaoration riate Stdy riate Stdy enter provide an amenity for students and faculty, enter Rooms pen to irary Stacs Rooms and to be utilized by the Center for Teaching pen Stdy eo and Learning nnoation pen merging and reation Seating Renovate for an expanded Virtual Reality Space ecnoogy ee ee and Emerging Technology space, and an Innovation space Plan comfortable, flexible open seating S or Stdy a If feasible, consider creating an atrium between irary irary Levels 1 and 2, allowing a visual connection ec Sop and S ompter a dministration dministration and assroom Flexibility should be planned throughout the S design and renovation of this facility so that it eecomm and may respond to changing student needs quickly etoring and in a cost-effective manner. rop Stdy rop Stdy For media storage in both the Library stacks and Rooms Rooms panded R and R ircation in the ETRC and archive centers, consider the use or rea Stdent Sccess oy of high density storage. With further development of the plans for the R.W. Steen Innovation Center ood Serice ood Serice ee ee and Academic Commons, it is recommended that existing floors be evaluated for structural integrity Figure 3-37: Conceptual Block Floor Plan at End of Phase 3 with the planned relocation of library, archive, and other collections. Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 3.55 Space Strategy Recommendations Building-by-Building Strategy • R.W. Steen Library

TSC (from Student Support Center

House) Raguet Street Raguet

East College Street Telecommunications and Networking, and Tech Shop Note: Server and some sta to remain ee 185

Renoate ee or irary dministration rom ees and

102 122 roide additiona stdy rooms ee Archival and Research Groups 146 Renoate area or camps researc and arcie grops

Reocate Stdent Sccess to ee

Stone Fort Reocate irary administration to ee Museum Storage 139 ee Reocate R merging ecnoogy a to ee Reocate irary administration to ee Renoate spaces or R epansion Stdent Sccess grops rom ee Reocated S Reocated eecommnications Reocated S and ec Sop ee or Stdy rea Figure 3-38: Phase 1 - Identified Opportunities

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.56 Space Strategy Recommendations

Building-by-Building Strategy • R.W. Steen Library Raget Street Raget

ast oege Street

Level 4

Level 3

Second oor Renoation Renovate Level 2 for: •Expanded / recon gured East Texas panded R Research Center oaoration enter •Open seating areas and / or atrium R merging ecnoogy •Relocated and expanded VR / Emerging a Level 2 Technology Lab nnoation reation Space •New Collaboration Center •New Innovation and Creation space •Relocated Center for Teaching and Learning (if required for optimal adjacencies on this oor)

Level 1

Figure 3-39: Phase 2 - Identified Opportunities

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 3.57 Space Strategy Recommendations Building-by-Building Strategy • R.W. Steen Library

Table 3-9: R. W. Steen Library Conceptual Projects and Phasing Phase 1A Phase 1B Phase 2A Phase 2B Phase 3

Department / Division Renovation Project Moving From Moving To Renovation Project Moving From Moving To Renovation Project Moving From Moving To East Texas Historical Association Ferguson Center for East Texas Studies Texas Folklore Society Rusk Steen Level 2 Anthro. and Archaeology Repository Ferguson Center for Regional Heritage Research Steen Level 2 (Partial) Level Steen Virtual Reality / Emerging Tech Lab Steel Level 1 Library Stacks / Open Study (Level 3) Steen Level 1 Library Administration and Level 2 Steen L3

Library Circulation / Workroom 3 Level Steen Steen Level 1 Telecommunications and Network- ing Human Services Tech Shop Steen Level 1 No Work No Work Technical Support Center Student Tech Steen Level 1 Level Steen Support (House) Information Technology Services Boynton AARC Reading Room / Offices Expansion in Place New 24-Hour Study Lab — Additional Food Service — Steen Level 1 Student Success Steen Level 2 Innovation and Creation Space. LAN Steen Level 2 Student Hub Areas / Seating / Atrium — Steen Level 2 Collaboration Center — Steen Level 2 Level Steen East Texas Research Center Expansion in Place / Reconfiguration 1. Note that existing departments within Steen Library, such as the Center for Teaching and Learning, may require a temporary move to facilitate renovations and final planned adjacencies.

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.58 Space Strategy Recommendations Building-by-Building Strategy • Paul L. Boynton

Legend Paul L. Boynton (136) Assembly General Classrooms The Paul L. Boynton building currently houses College of Education Future Initiatives / Expansion College of Liberal and Applied Arts faculty offices and instructional spaces within the College of Liberal and Applied Arts Mass Communications department, a portion of the College of Liberal and Applied Arts - Mass Communications Multidisciplinary Studies faculty, and the admin- Faculty O ces istrative department of Information Technology Services. A music practice studio is also located within the building. The Boynton building’s THIRD FLOOR PAUL L. BOYNTON BUILDING: 2,200 NASF proximity to the Wright Music Building and the L.E. Griffith Fine Arts building makes it an ideal location for the expanding Fine Arts program. College of Liberal and Applied Arts - Mass Communications Phase 1 proposes that the Multidisciplinary fac- General Classrooms College of Fine Arts Growth ulty relocate to Ferguson. Relocate faculty to a consolidated location on SECOND FLOOR PAUL L. BOYNTON BUILDING: 8,700 NASF Ferguson’s ground level to eliminate current inefficiencies College of Liberal and Applied Arts - Mass Communication Relocate Information Technology Services, General Classrooms including servers, to Steen Library Level 1, as College of Fine Arts Growth part of a consolidated ITS location In Phase 2, additional space is created for Fine FIRST FLOOR PAUL L. BOYNTON BUILDING: 10,000 NASF Arts:

College of Liberal and Applied Expand Fine Arts faculty and instructional Arts - Mass Communication spaces in Wright Music Building and Griffith Fine Arts to Boynton Consider also expanding the Mass Communications studio spaces as needed

LEVEL 0 - PAUL L. BOYNTON BUILDING: 1,100 NASF Figure 3-40: Proposed Building Stacking at End of Phase 3

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 3.59 Space Strategy Recommendations Building-by-Building Strategy • Paul L. Boynton

tiie acated space in oynton or ine rts

grot ase Street Raget

ast oege Street ee

normation ecnoogy Serices ase n ase tidiscipinary rograms moes to ergson

ee tidiscipinary rograms ase n ase reocate normation ecnoogy Serices incding te serer room to Steen ee consoidated it eecommnications and ee etoring te ec Sop and te Stdent ecnica Spport enter

Renoate acated spaces or grot in ine rts

Figure 3-41: Phase 1 and 2 - Identified Opportunities

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.60 Space Strategy Recommendations Building-by-Building Strategy • Paul L. Boynton

Table 3-10: Paul L. Boynton Conceptual Projects and Phasing Phase 1A Phase 1B Phase 2A Phase 2B Phase 3

Moving Moving

Department / Division Renovation Project From Moving To Renovation Project From Moving To Multi-Disciplinary Programs (Faculty) Ferguson Ferguson Level 2 /

Level 1 Level Ground Level Ferguson Ferguson Boynton Information Technology Services Boynton Steen Level 1 Steen Steen No Work 1 Level No Work No Work Boynton School of Theatre Expansion to Boynton School of Music (Vacated ITS Area)

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 3.61 Space Strategy Recommendations Building-by-Building Strategy • College of Education Annex

College of Education Annex (152) the Kinesiology and Health Science department a science building will provide. Detailed space Fitness and Human Performance Studies program programming for the Human Performance spaces The College of Education Annex was origi- have spaces within this building. should be performed to determine if the proposed nally designed for the early childhood program In Phase 1, it is proposed that the Human new space in Miller will be adequate for the pro- and contains spaces specifically designed for gram’s needs. this function. Currently, the School of Human Performance lab relocate to renovated space in Sciences departments of Human Development Miller Science, possibly in place of the existing and Family Studies, Family and Consumer Dean’s suite in conjuction with the renovation of Sciences, Merchandising, and the Culinary Cafe the two large lecture halls on Level 1. The curricu- (within Hospitality Administration), as well as lum for this department requires the control and collaboration with other scientific disciplines that

amiy and onsmer Sciences and man eeopment and amiy Stdies

man ercandising erormance a ase inary ae ase

Raget Street Raget Raget Street Raget Figure 3-42: Phase 1 and 2- Identified Opportunities Figure 3-43: Phase 3- Identified Opportunities

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.62 Space Strategy Recommendations Building-by-Building Strategy • College of Education Annex

In Phase 2, consideration should be given to In Phase 3, consider locating Merchandising An alternate option to consider for the future use relocating the Culinary Cafe to vacant space in instructional, faculty, and exhibit space to McGee of the EDAN is as the consolidated location for the first floor of the Math building. With the Business for an opportunity to enhance collabora- Information Technology, in lieu of utilizing space Planetarium vacated, and with a conversion of tion through shared curriculum. on the ground floor of Steen Library for this func- the existing lobby and lecture hall, a unique space If the College of Education Annex could be tion as proposed earlier in this chapter. However, could be created, centrally located on campus fully vacated, it could be decommissioned. with the proposed plan, all existing groups within near the new Academic Commons proposed for Alternatively, this building could be dedicated the EDAN will not vacate the building until the Library. to General Classrooms shared by all departments Phase 3. Relocating ITS, Telecommunications on campus. and Networking, the Tech Shop, and Student Technical Support to this building would, however, allow the Steen Library to be utilized by additional student-focused departments.

Table 3-11: College of Education Annex Conceptual Projects and Phasing Phase 1A Phase 1B Phase 2A Phase 2B Phase 3

Moving Moving Moving Moving Moving Moving

Department / Division Renovation Project From To Renovation Project From To Renovation Project From To Human Performance Lab College of Miller and Faculty Education Miller

Science Science Annex Human Sciences - College of Culinary Café (Hospitality Math Education Math Administration) Annex Human Sciences - Human Development and Family No Work No Work Studies McKibben Human Sciences - Family College of and Consumer Sciences McKibben Level 4 McKibben Level Education Annex Human Sciences - McGee Level 4 Merchandising McGee Level 4 Level

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 3.63 Space Strategy Recommendations Building-by-Building Strategy • Human Services

Human Services (185) Legend Academic Affairs College of Liberal and Applied Arts University Affairs The Human Services department occupies the Assembly General Classrooms Human Services Building and shares it with College of Education Future Initiatives / Expansion Telecommunications and Networking and Disability Services. In Phase 1: General Classrooms Human Services O ces Relocate the Tech Shop and the majority of Human Services Labs Telecommunications and Networking on the Human Services - Relocated from First Floor first floor to the new R.W. Steen Innovation Human Services Growth Center and Academic Commons; co-locate with the Technical Support Center and Information Technology Services from THIRD FLOOR HUMAN SERVICES: 14,900 NASF Boynton In Phase 2: Human Services Faculty O ces Human Services Clinics and Labs Relocate groups from Thomas J. Rusk to the vacated Tech Shop space on the first floor: Student Rights and Responsibilities Title IX Student Affairs Assistant Dean - Support SECOND FLOOR HUMAN SERVICES: 11,200 NASF Services General Classrooms Counseling Services Human Services Telecommunications and Note: These three groups may need to relo- Networking O ces cate to temporary swing space before their Telecommunications and Networking Servers final location in Human Services, in order Title IX, Student Rights and to facilitate phasing in Rusk Responsibilities, Assistant Dean - Support Services, and Relocate Disability Services to the Math Counseling Services Building to be co-located with Testing Services FIRST FLOOR HUMAN SERVICES: 11,400 NASF Figure 3-44: Proposed Building Stacking at End of Phase 3

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.64 Space Strategy Recommendations Building-by-Building Strategy • Human Services

This first floor location would create enhanced accessibility and shared resources for both departments As the Disability Services space becomes available, Human Service clinical and academic spaces could be expanded for grow- Level 3 ing enrollment Some of the Human Services spaces on Level 1 will need to be relocated to the vacated Disability Support space on Level 3, in order

to accommodate new groups on level 1 Raguet Street Raguet

East College Street

Level 2 185 Telecommunications and Networking, including Tech Shop (Server and some sta to remain) Relocate the Telecommunications and Networking and the Tech Shop Title IX, Assistant Dean - to Steen Level 1 Support Services, Student 102 Data center servers remain, along Rights and Responsibilities, with some sta for oversight and Counseling Services to temporary swing space 146 (TBD), from Rusk

Level 1

Figure 3-45: Phase 1 - Identified Opportunities

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 3.65 Space Strategy Recommendations Building-by-Building Strategy • Human Services

Reocate isaiity Serices to ee o te at iding

Raget Street Raget partia reocation o man Serices rom ee and ast oege Street renoate or grot ite ssistant ean Spport Serices Stdent ee Rigts and Responsiiities and onseing Serices rom temporary sing space

isaiity Serices

Reocate man Serices spaces rom ee to ee to spaces acated y isaiity Serices

Reocate ite ssistant ean Spport Serices and Stdent Rigts and Responsiities and onseing Serices rom temporary sing space ee

Figure 3-46: Phase 2 - Identified Opportunities

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.66 Space Strategy Recommendations Building-by-Building Strategy • Human Services

Table 3-11: Human Services Conceptual Projects and Phasing Phase 1A Phase 1B Phase 2A Phase 2B Phase 3

Moving Moving Moving

Department / Division Renovation Project From Moving To Renovation Project From Moving To Renovation Project From Moving To Disability Services Human Math Math Math Level 1 Level Services

Human Services 3 Level Relocation (partial) from

Human Services Level 1, Expansion in Place

Human Tech Shop Steen Level 1 Services

Telecommunications and Human Steen Level 1 Level Steen Steen Level 1 Networking No Work Services No Work Title IX Assistant Dean - Support Services Human Rusk Swing Space 1 Human Services Level Swing Space Student Rights and Services Responsibilities

Counseling Services

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 3.67 Space Strategy Recommendations Building-by-Building Strategy • L.E. Griffith Fine Arts, Lucille Norton HPE Complex and Filmmaking

L.E. Griffith Fine Arts (109) The Dance program is experiencing growth in enrollment and currently utilizes the same space Due to enrollment growth, an addition to and for practice, instruction, and performance. Space renovation of the Griffith Fine Arts Building is with higher than typical floor to ceiling heights, anticipated and recommended in this study for specialty flooring, and spectator space for per- Phase 1. Work would include a Black Box Theater formances is required. If an addition is planned and additional instruction and lab space for the for Griffith Fine Arts, including a theater space Schools of Music and Theatre. While funding available for Dance’s use, some of the strain will be has not yet been allocated, construction of this alleviated for this program. If the proper space can addition may alleviate many of the space con- be located or created on campus to accommodate straints the Schools currently face while allowing both instruction and performances, the existing for expansion and re-purposing of existing space dance studio may be re-purposed for additional within Griffith for other COFA uses. Another Kinesiology faculty space or other instructional Figure 3-47: L.E. Griffith Fine Arts benefit of an addition is to potentially create spaces within that department. shared performance space which the Dance program, within the Kinesiology and Health Science Filmmaking Building (188), Filmmaking department, would be able to utilize. Dance is experiencing growth in enrollment and is in need Storage (202), and 310 East Starr Avenue of performance space, as well as studio instruc- (193) tional space. The School of Art’s Filmmaking program is expe- If a new addition is not constructed, it is proposed riencing rapid growth in enrollment. Instruction in Phase 2 to gain additional space for the Schools primarily occurs in the Filmmaking Building with of Theatre and Music in Boynton by relocating the materials and equipment storage in the adjacent Information Technology Services department as garage, Filmmaking Storage. Adjacent to this part of the Steen Library renovations. property is 310 E. Starr Avenue, which was formerly utilized as a filming location until it was Lucille Norton HPE Complex (147) closed due to safety concerns. This facility houses the Kinesiology and Health During Phase 1, it is recommended to provide a Science departments, and shares space with facility for Filmmaking which the program could Intercollegiate Athletics and Campus Recreation. utilize as a soundstage for filming indoor scenes In Phase 1, it is proposed that the Dance depart- and hosting general classes as enrollment grows. If needed, it could also house other faculty and ment gain space within HPE for an additional Figure 3-48: Lucille Norton HPE Complex instructional studio or performance space. academic spaces for the Art department.

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.68 Space Strategy Recommendations Building-by-Building Strategy • L.E. Griffith Fine Arts, Lucille Norton HPE Complex and Filmmaking

Table 3-12: Other Buildings Conceptual Projects and Phasing Due to the nature of the program, a pre-manufac- Phase 1A Phase 1B Phase 2 Phase 3 tured, utilitarian building with adequate electric capacity and appropriate clear spans would be Department/Division suitable to meet the needs. Consider locating this

(by Building) Renovation Project Moving From Moving To new facility on the property currently occupied L.E. Griffith Fine Arts by 310 E. Starr Avenue and the adjacent vacant lot School of Music to the south. If needed, the Kay Bailey Hutchison Arts Addition New Fine Fine New Expansion into New Addition House property has flexibility in available land School of Theatre which could be utilized as an alternative site to Lucille Norton HPE Complex support the needs of this program. Kinesiology - Dance HPE Expansion in Place Depending on funding, it may be possible to relo- Addition / Addition Renovation cate all instructional and administrative functions, No Work No Work No Work currently within the Filmmaking Building, to this Filmmaking Building new proposed facility allowing for re-purpose or School of Art - Filmmaking

New New decommission of the existing building.

Building Expansion in Place Housing Operations Annex (526) Housing Operations Annex School of Art - Art Education Ferguson Housing Functions within the Housing Operations Annex

Housing Housing Operations Annex were relocated to the new Residence Life School of Art - Woodshop Operations Art Annex Operations Building in the Summer 2017. Due to its proximity to the existing Art Building and Art Studio, the facility is planned to be utilized by the School of Art. This facility is currently not configured to the needs of an educational building and will likely require some renovation and upgrades for utilizing as an academic building. It is recommended that these functions relocate to the facility as part of Phase 1: Wood Shop (from the Art Building)

Figure 3-49: Filmmaking Building Figure 3-50: Housing Operations Annex Art Education Classroom (from Ferguson)

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 3.69 Space Strategy Recommendations Building-by-Building Strategy • Optional Long-Term Projects

Optional Long-Term Projects Human Sciences Building (123) Tom & Peggy Wright Music Building (124) In most instances, the buildings included in this The Human Sciences Building (also known as A potential addition to Griffith Fine Arts would section will have opportunities in Phase 3 for Human Sciences North) is currently occupied by alleviate some of the space needs within the renovation and/or reconfiguration triggered by the Human Sciences faculty and the Hospitality School of Music housed in the Wright Music the major proposed building work discussed in Administration program’s demonstration kitchen. Building. The new addition proposed to Griffith the previous section. A conceptual timeline, orga- In Phase 3 and beyond, consider relocating the would provide a much needed and specifically nized by building and department, is included at demonstration kitchen and Human Sciences designed space for the growing Sound Recording the end of this section. Hospitality faculty and labs from Human Sciences Technology program. A theater addition would also alleviate some of the pressures for use of Agriculture Mechanics Shop (113) to a new space on campus, in a more centralized location. The McGee Business Building addi- Turner Auditorium. The Agriculture Mechanics Shop is located some tion that is proposed in the Master Plan may be In Phase 2, it is proposed to gain additional space distance from the Agriculture Building, resulting a suitable location, due to proximity to the pro- in Boynton once the Information Technology in operational inefficiencies. According to the posed locations for the Culinary Cafe (in Math) Services department is relocated to the Steen department, it also has not been updated since it and Hospitality faculty (in McGee). This would Innovation Center and Academic Commons. was constructed (1950s). In line with the Master also place the Hospitality program nearer to the This would provide additional overflow space to Plan, consider demolition and replacement of Business departments, with shared curriculum. the Schools of Theater and Music for space needs. this building with a new, modern, safe environ- If all space in Human Sciences is vacated, con- ment located closer to the Agriculture Building. sider the decommissioning of this lower-density facility.

Figure 3-51: Agriculture Mechanics Shop Figure 3-52: Human Sciences Building Figure 3-53: Tom & Peggy Wright Music Building

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.70 Space Strategy Recommendations Building-by-Building Strategy • Optional Long-Term Projects

McGee Business Building (148) Human Sciences building, to fully move their the performing arts in the Department of Theatre. labs and faculty offices to a new space. This New space in an addition could also provide new This facility may provide an opportunity to house move would contribute to the synergies between space for growth in the Arts department, further- faculty, studio, and classroom space associated Business, Merchandising, and Hospitality ing this creative collaboration. Human Sciences with the Merchandising program. This program programs. South could then be potentially decommissioned. is currently located in the College of Education Annex. Available space on the fourth floor of Human Sciences South (158) In the meantime, the Interior Design program the McGee Business building could provide an is in need of additional storage space. Consider opportunity to enhance collaboration within the This facility is currently occupied by the Interior finding a temporary, secure space in another area programs which share business-related curricula. Design program. of campus as groups begin to move in Phase 1. This is recommended for consideration inPhase In Phase 3, it is proposed to consider relocating University Safety (186) and Student 3. Interior Design instructional and faculty spaces The Master Plan recommends an addition to new space proposed by the Master Plan. A Technical Support (187) to McGee Business in the future. This project suitable location may be the proposed addition In Phase 3, if the Development Office (proposed could provide additional general classrooms, to McKibben Education, which would place the to relocate from Austin to the Randall House future growth for business, and could allow the program nearer to Fine Arts, where opportunities at 3034 Raguet in Phase 1) requires additional Hospitality program, currently located in the may be available for potential collaboration with space, it is proposed to relocate Environmental

Figure 3-54: McGee Business Building Figure 3-55: Human Sciences South Figure 3-56: University Safety

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 3.71 Space Strategy Recommendations Building-by-Building Strategy • Optional Long-Term Projects

Health, Safety, and Risk Management from the Early Childhood Research Center (189) Wisely (500) University Safety building to the adjacent Student Technical Support House. The Randall House As noted in the discussion for the McKibben Wisely currently operates as student housing neighbors the University Safety building, and the Education Building, the ECRC contains a sur- and provides a designated residence hall for the Development Office may benefit from additional plus of unused or underutilized spaces. It is School of Honors students. space for future staff, hosting events, or parking. recommended that this space be filled by the During Phase 3, or beyond, due to the facility’s Secondary Education and Educational Leadership proximity to the Austin Administration building, The similarities between functions of the Department, currently located in McKibben Development Office and Alumni Relations also it is proposed that Wisely Hall be re-purposed as Education, during Phase 3. Underutilized class- an administrative building. This move may require makes the current location of the University rooms and common areas within the ECRC Safety Office a good candidate for housing a new location for the Honors dormitories and should also be considered for the relocated fac- could potentially provide updated housing to Alumni Relations. However, it is projected that ulty and staff. Alumni Relations, currently housed in the Tracie these students. After dorms are relocated, Wisely D. Pearman Alumni Building, may require more would provide approximately 13,000 NASF for space than the University Safety building pro- relocated groups, as needed. vides. Consider demolition of the University Safety building and construction of a new structure at its location to support the space needs of Alumni Relations and a growing Development office.

Figure 3-57: Student Technical Support Figure 3-58: Early Childhood Research Center Figure 3-59: Wisely

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.72 Space Strategy Recommendations Building-by-Building Strategy • Optional Long-Term Projects

Table 3-13: Other Buildings Conceptual Projects and Phasing Phase 1 Phase 2 Phase 3A Phase 3B

Moving

Department / Division (by Building) Renovation Project From Moving To Renovation Project Moving From Moving To Agriculture Mechanics Shop Ag. Mech. Shop New Building (TBD) Agriculture New Building Human Sciences Building Human Sciences - Food, Nutrition and Dietetics Human Sciences Building New Addition (TBD) New New

Human Sciences - Demonstration Kitchen Addition Tom & Peggy Wright Music Building

School of Music Boynton Expansion to Boynton (Vacated ITS Area) R.E. McGee Business Swing Space Reconfiguration

Management & Marketing 4 Level

Human Sciences - Merchandising McGee Business EDAN McGee Business Human Sciences - Hospitality Faculty Human Sciences New Addition (TBD) New New No Work No Work Addition Human Sciences South

Interior Design New

Addition Human Sciences South New Addition (TBD) University Safety Environmental Health, Safety, and Risk Management University Safety Student Technical Support Student Student Support Technical Technical

Alumni Relations Tracie D. Pearman New Building

New New Alumni Building (on University Safety site) Building Early Childhood Research Center Elementary Education Reconfiguration Secondary Education and Educational Leadership McKibben

Res.Ctr. Level 2 Level Res.Ctr. ECRC Early Childhood Childhood Early Level 4 Wisely

Future Administration Growth Wisely Expanded Administration Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 3.73 Space Strategy Recommendations Building-by-Building Strategy • Buildings with Opportunities

Buildings with Opportunities Depending upon which recommendations presented in this strategic plan are chosen, at the end of Phase 3, the following buildings may be vacant and available for reprogramming, mothballing, or

demolition, as the university desires: Raget Street Raget Military Science (110) Agriculture Mechanics Shop (113) Human Sciences Building (123) ast oege Street

College of Education Annex (152) rie niersity ort Human Sciences South (158) School of Social Work (183) Filmmaking Building (188) 310 East Starr Avenue (193) Tracie D. Pearman Alumni Building (536)

ort Street

ast Starr ene

Figure 3-60: Buildings with Opportunities for Reprogramming or Mothball/Demolition at the End of Phase 3

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.74 Space Strategy Recommendations Shared Master Plan Concepts and Strategies

Table 3-14 Stephen F. Austin State University Campus Master Plan Update 2020 - Shared Concepts and Strategies Shared Master Plan Concepts and Proposed Phases of Work Strategies Concept from Master Plan Update 2020 Campus Space Utilization Strategy Proposed Projects 1 2 3 The Stephen F. Austin State University Campus STEM Initiative Relocate Chemistry faculty from the Math building to E.L. Miller Science l Master Plan Update 2020 analyzed overall space Relocate the STEM Center from Math to the new Cole STEM Building shell space needs based on enrollment goals and proposed Relocate the Dean of the College of Sciences and Mathematics from E.L. Miller Science to the a number of initiatives based on the vision of the new Cole STEM Building shell space to create expansion space for Biology and Geology university to help serve as a framework for future Relocate the Human Performance Lab from the College of Education Annex to E.L. Miller building projects on campus. Science for enhanced collaboration with science-related fields Infill the large lecture halls in E.L. Miller Science to create more usable space for the College Findings and goals determined during this exercise, the Campus Space Utilization Strategy, resulted in proposed actions that reinforce initiatives in the Master Plan. While both the Master Performing Arts Initiative Construct a new facility to support the needs of the School of Theatre, reclaiming some l l Plan and the Campus Space Utilization Strategy spaces within Griffith Fine Arts for the School of Music; shared use of this building with the Dance program may alleviate some of their immediate space needs, as well, while creating identify specific building projects to help guide opportunities for collaboration and inform decision making, both documents are Relocate Information Technology Services from Boynton to renovated Steen Innovation Center intended to be flexible “living documents” which and Academic Commons so that the College of Fine Arts may have expansion space within may adapt as priorities, initiatives, and funding Boynton, if needed levels change. Academic Core Development Relocate administrative functions and research / archive groups from academic buildings to l l l other locations, creating usable space within Ferguson and LAN for the College of Liberal Arts Relocate the School of Social Work from their building remotely located off campus to McKibben Education Relocate the academic programs of the College of Education from lower density buildings on campus to new proposed building additions of McGee Business and/or McKibben Education

Forestry Program Relocate the Agriculture Mechanics Shop to a new building to provide state of the art facilities l and equipment for this growing program

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 3.75 Space Strategy Recommendations Space Strategy Alternates

Space Strategy Alternates 4. Consolidate classrooms into “Academic Building(s)” and re-purpose, mothball, A number of alternates may be considered to the or demolish buildings (as appropriate). proposed Campus Space Utilization Strategy. Faculty and departmental administration Alternates are listed in no particular order. would backfill classrooms in existing However, some alternates, if chosen, may change buildings. A number of buildings may be the sequence of events or impact other propos- able to be taken off-line with this approach. als presented previously in this document. Space strategy alternates include: 5. Utilize a vacated College of Education Annex for Filmmaking, Dance, an 1. Rather than moving to Rusk, move “Academic Building”, or for a consolidated International Programs from Liberal Arts Information Technology location. Figure 3-61: Kay Bailey Hutchison House North to a prominent location in the R.W. Steen Library. 6. Relocate the Library function to another building on campus (ie. Rusk) and 2. Relocate Counseling Services from Rusk to re-purpose the Steen Library Building a new addition to Tucker Health Services. completely for other uses. This would place Counseling in close proximity to, but not within, the same 7. Reconfigure large lecture halls and space of Title IX and Student Rights and assembly spaces within Liberal Arts Responsibilities once they are relocated to North and McKibben Education for new Human Services. functions (ie. research “dry” labs, faculty offices, etc.). 3. Relocate the Purchasing department offices and storage from the Physical Plant 8. Relocate the Math department to Miller Figure 3-62: Tracie D. Pearman Alumni Building to Level 1 of the Library. The proximity to Science if space programming exercises a loading dock would be beneficial to this find efficiencies within the building. This group in both the distribution and disposal creates a strong core of spaces for the of university property. College of Sciences and Mathematics.

Figure 3-63: Stephen B. Tucker Health Services

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.76 Space Strategy Recommendations Space Strategy Alternates

9. Renovate the recently acquired property at 13. Relocate all Information Technology units, 1401 N. Mound Street (the former senator including servers, to a new data center on Kay Bailey Hutchison House) for new pro- campus. grams which do not require an on-campus presence or as an event space. Consider 14. If the existing Campus Recreation Center relocation of the Kay Bailey Hutchison was to be expanded, in the future, locate Room from the Steen Library to this Counseling, the Health Clinic, and other location in joint creation of a Center of “wellness related” offices closer or even Excellence related to studies in govern- housed within the expanded facility. ment, political science, or other public 15. Once renovated for administrative relations courses. purposes, house Alumni Relations in 10. Locate the Culinary Cafe at the property Wiseley. This would eliminate the need at 1401 N. Mound Street. Locating the cafe to construct a new facility for this function. at this site will provide a unique environment for dining and would be conveniently situated to also serve the members of the community. This project may require an addition for commercial kitchen spaces, parking, installation of an elevator, and other accessibility upgrades. 11. Increase public visibility and access to the Stone Fort by dismantling and reconstructing it on the central green area located at the current primary university entry (between Vista, Alumni, and North). 12. If Alumni Relations is re-located, consider utilization of the Tracie D. Pearman Alumni Building as a Welcome Center. Proximity to parking, Student Center, and proposed functions in Rusk make this location ideal for this purpose.

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 3.77 Space Strategy Recommendations

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Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 3.78 Appendix: Table of Contents

Section Page

Existing Building Inventory...... A

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page 4.1 Appendix: Table of Contents

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Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page 4.2 Appendix A: Existing Building Inventory

Introduction intercollegiate athletics buildings, park- Condition refers to the physical status and quality ing garages, etc. of the building at the time of the inventory and is A summary of each of the buildings in the SFA based on the judgement of those responsible for inventory (included in the study) follows. In 4. General Purpose - includes classroom, campus planning and development. The codes addition to identification of building type and laboratory, office, and research buildings, utilized are: and any buildings related to the administra- square feet, building summaries identify ownership, location, year constructed, number of floors tion of these functions Satisfactory = the facility is suitable for continued use with normal maintenance and condition (as defined by THECB). A total 5. Non-Institutional Agency - includes insti- of 95 buildings were excluded from the study; a tution-owned buildings that are leased Remodeling A = the facility requires restora- listing is included at the end of this Appendix. or otherwise provided to another public tion to acceptable standards without major Facilities are listed in order as identified in the agency as a service room changes, alterations or modernizations; summary tables earlier in this document and the approximate cost of Remodeling A is less 6. Physical Plant - includes power plants, arranged by On-Campus, Off-Campus, and than 25 percent of the estimated replacement maintenance facilities, and all buildings Remote Location. cost of the building related to the physical plant All information included is as reported by SFA Remodeling B = the facility requires major to THECB in 2017. Residence Life Operations 7. Renovations - includes a building taken physical updating and/or modernization; the Building (opened July 2017) is included in the out of service temporarily because of major approximate cost of Remodeling B is greater inventory but not yet reported to THECB. The renovations than 25 percent and less than 50 percent of the estimated replacement cost of the building Cole STEM Building (estimated completion Fall 8. Residence, Family - includes apartments, 2018) and recent properties acquired or donated family houses, etc. This does not pertain THECB defines location as: to SFA since January 2017 are not included. to Code 9: Rental Property. Assignable On-Campus - facility is on the main campus space in this type facility is automatically The existing campus inventory is classified by Off-Campus - facility is on a branch or special- THECB into nine types: calculated at 60 percent and residential rooms need not be reported. ized campus 1. Academic / Residence - includes build- Remote Location - The facility is at a remote ings that are a combination of academic, 9. Residence, Single - includes dorms, fra- or isolated location (i.e., any location not con- administrative, or residential space ternity houses, etc. This does not pertain tiguous with a portion of the main campus but to Code 9: Rental Property. Assignable not a separate, specialized campus as such) 2. Agricultural Services - includes chicken space in this type facility is automatically houses, hog pens, barns, silos, etc. calculated at 60 percent and residential 3. Auxiliary Services - includes stu- rooms need not be reported. dent unions, infirmaries, bookstores,

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page A.1 Appendix A: Existing Building Inventory On-Campus Facilities

Stephen F. Austin Administration Building 101

Building Type General Purpose Condition Satisfactory Ownership Owned Year Constructed 1924 No. of Floors 3 Assignable Square Feet (NASF) 25,260 nasf Gross Square Feet (GSF) 40,963 gsf

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page A.2 Appendix A: Existing Building Inventory On-Campus Facilities

Thomas J. Rusk 102

Building Type General Purpose Condition Satisfactory Ownership Owned Year Constructed 1926 No. of Floors 3 Assignable Square Feet (NASF) 23,394 nasf Gross Square Feet (GSF) 42,332 gsf

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page A.3 Appendix A: Existing Building Inventory On-Campus Facilities

Chemistry Physical Plant Forestry Laboratories 103 104 106

Building Type General Purpose Building Type Physical Plant Building Type General Purpose Condition Satisfactory Condition Remodeling A Condition Remodeling B Ownership Owned Ownership Owned Ownership Owned Year Constructed 1938 Year Constructed 1951 Year Constructed 1949 No. of Floors 3 No. of Floors 1 No. of Floors 1 Assignable Square Feet (NASF) 15,553 nasf Assignable Square Feet (NASF) 17,227 nasf Assignable Square Feet (NASF) 6,403 nasf Gross Square Feet (GSF) 26,759 gsf Gross Square Feet (GSF) 21,680 gsf Gross Square Feet (GSF) 9,342 gsf

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page A.4 Appendix A: Existing Building Inventory On-Campus Facilities

L. E. Griffith Fine Arts Military Science Agriculture Mechanics Shop 109 110 113

Building Type General Purpose Building Type General Purpose Building Type General Purpose Condition Remodeling A Condition Remodeling B Condition Remodeling A Ownership Owned Ownership Owned Ownership Owned Year Constructed 1959 Year Constructed 1965 Year Constructed 1963 No. of Floors 3 No. of Floors No. of Floors 1 Assignable Square Feet (NASF) 41,670 nasf Assignable Square Feet (NASF) 4,101 nasf Assignable Square Feet (NASF) 8,377 nasf Gross Square Feet (GSF) 63,355 gsf Gross Square Feet (GSF) 5,552 gsf Gross Square Feet (GSF) 9,200 gsf

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page A.5 Appendix A: Existing Building Inventory On-Campus Facilities

Shelton Gym Kennedy Auditorium 114 120

Building Type General Purpose Building Type General Purpose Condition Satisfactory Condition Satisfactory Ownership Owned Ownership Owned Year Constructed 1950 Year Constructed 1968 No. of Floors 2 No. of Floors 2 Assignable Square Feet (NASF) 20,105 nasf Assignable Square Feet (NASF) 8,215 nasf Gross Square Feet (GSF) 28,264 gsf Gross Square Feet (GSF) 14,268 gsf

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page A.6 Appendix A: Existing Building Inventory On-Campus Facilities

E. L. Miller Science 121

Building Type General Purpose Condition Remodeling A Ownership Owned Year Constructed 1968 No. of Floors 3 Assignable Square Feet (NASF) 86,715 nasf Gross Square Feet (GSF) 144,550 gsf

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page A.7 Appendix A: Existing Building Inventory On-Campus Facilities

T. E. Ferguson Liberal Arts 122

Building Type General Purpose Condition Satisfactory Ownership Owned Year Constructed 1969 No. of Floors 5 Assignable Square Feet (NASF) 45,133 nasf Gross Square Feet (GSF) 75,000 gsf

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page A.8 Appendix A: Existing Building Inventory On-Campus Facilities

Human Sciences Building Tom & Peggy Wright Music Art 123 124 131

Building Type General Purpose Building Type General Purpose Building Type General Purpose Condition Remodeling A Condition Satisfactory Condition Satisfactory Ownership Owned Ownership Owned Ownership Owned Year Constructed 1970 Year Constructed 1970 Year Constructed 1982 No. of Floors 2 No. of Floors 2 No. of Floors 1 Assignable Square Feet (NASF) 10,021 nasf Assignable Square Feet (NASF) 36,236 nasf Assignable Square Feet (NASF) 21,465 nasf Gross Square Feet (GSF) 18,592 gsf Gross Square Feet (GSF) 59,105 gsf Gross Square Feet (GSF) 33,110 gsf

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page A.9 Appendix A: Existing Building Inventory On-Campus Facilities

Art Studio President’s Home Paul L. Boynton 132 133 136

Building Type General Purpose Building Type Residence, Fam. Building Type General Purpose Condition Satisfactory Condition Satisfactory Condition Remodeling A Ownership Owned Ownership Owned Ownership Owned Year Constructed 1972 Year Constructed 1957 Year Constructed 1957 No. of Floors 1 No. of Floors 2 No. of Floors 3 Assignable Square Feet (NASF) 12,539 nasf Assignable Square Feet (NASF) 2,776 nasf Assignable Square Feet (NASF) 21,715 nasf Gross Square Feet (GSF) 14.550 gsf Gross Square Feet (GSF) 4,626 gsf Gross Square Feet (GSF) 41,703 gsf

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page A.10 Appendix A: Existing Building Inventory On-Campus Facilities

Forestry Building 137

Building Type General Purpose Condition Satisfactory Ownership Owned Year Constructed 1970 No. of Floors 2 Assignable Square Feet (NASF) 30,559 nasf Gross Square Feet (GSF) 51,695 gsf

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page A.11 Appendix A: Existing Building Inventory On-Campus Facilities

Purchasing and Central Stores Stone Fort 138 139

Building Type General Purpose Building Type Non-Institution Condition Remodeling B Condition Satisfactory Ownership Owned Ownership Owned Year Constructed 1963 Year Constructed 1936 No. of Floors 2 No. of Floors 2 Assignable Square Feet (NASF) 20,390 nasf Assignable Square Feet (NASF) 2,874 nasf Gross Square Feet (GSF) 25,251 gsf Gross Square Feet (GSF) 5,060 gsf

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page A.12 Appendix A: Existing Building Inventory On-Campus Facilities

R. W. Steen Library 146

Building Type General Purpose Condition Satisfactory Ownership Owned Year Constructed 1973 No. of Floors 4 Assignable Square Feet (NASF) 164,799 nasf Gross Square Feet (GSF) 237,044 gsf

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page A.13 Appendix A: Existing Building Inventory On-Campus Facilities

Lucille Norton HPE Complex R. E. McGee Business 147 148

Building Type General Purpose Building Type General Purpose Condition Satisfactory Condition Satisfactory Ownership Owned Ownership Owned Year Constructed 1974 Year Constructed 1974 No. of Floors 2 No. of Floors 4 Assignable Square Feet (NASF) 77,487 nasf Assignable Square Feet (NASF) 45,852 nasf Gross Square Feet (GSF) 113,293 gsf Gross Square Feet (GSF) 89,569 gsf

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page A.14 Appendix A: Existing Building Inventory On-Campus Facilities

Robert T. McKibben Education 149

Building Type General Purpose Condition Satisfactory Ownership Owned Year Constructed 1978 No. of Floors 4 Assignable Square Feet (NASF) 48,074 nasf Gross Square Feet (GSF) 89,569 gsf

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page A.15 Appendix A: Existing Building Inventory On-Campus Facilities

College of Education Annex University Police Agriculture 152 153 154

Building Type General Purpose Building Type General Purpose Building Type General Purpose Condition Satisfactory Condition Satisfactory Condition Satisfactory Ownership Owned Ownership Owned Ownership Owned Year Constructed 1975 Year Constructed 1976 Year Constructed 1977 No. of Floors 1 No. of Floors 1 No. of Floors 1 Assignable Square Feet (NASF) 17,729 nasf Assignable Square Feet (NASF) 4,637 nasf Assignable Square Feet (ASF) 16,117 nasf Gross Square Feet (GSF) 31,469 gsf Gross Square Feet (GSF) 6,088 gsf Gross Square Feet (GSF) 23,009 gsf

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page A.16 Appendix A: Existing Building Inventory On-Campus Facilities

Agriculture Greenhouse 1 Human Sciences South Forestry Greenhouse 157 158 160

Building Type Non-Institution Building Type General Purpose Building Type Non-Institution Condition Satisfactory Condition Satisfactory Condition Remodeling C Ownership Owned Ownership Owned Ownership Owned Year Constructed 1977 Year Constructed 1981 Year Constructed 1982 No. of Floors 1 No. of Floors 1 No. of Floors 1 Assignable Square Feet (NASF) 4,959 nasf Assignable Square Feet (NASF) 6,403 nasf Assignable Square Feet (NASF) 6,968 nasf Gross Square Feet (GSF) 5,111 gsf Gross Square Feet (GSF) 11,020 gsf Gross Square Feet (GSF) 8,290 gsf

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page A.17 Appendix A: Existing Building Inventory On-Campus Facilities

Math Building 161

Building Type General Purpose Condition Satisfactory Ownership Owned Year Constructed 1983 No. of Floors 3 Assignable Square Feet (NASF) 38,113 nasf Gross Square Feet (GSF) 70,177 gsf

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page A.18 Appendix A: Existing Building Inventory On-Campus Facilities

Vera Dugas Liberal Arts North 162

Building Type General Purpose Condition Satisfactory Ownership Owned Year Constructed 1984 No. of Floors 4 Assignable Square Feet (NASF) 28,381 nasf Gross Square Feet (GSF) 55,517 gsf

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page A.19 Appendix A: Existing Building Inventory On-Campus Facilities

Motor Pool Agriculture Greenhouse 2 Agriculture Headhouse 163 164 165

Building Type Physical Plant Building Type Non-Institution Building Type General Purpose Condition Satisfactory Condition Satisfactory Condition Satisfactory Ownership Owned Ownership Owned Ownership Owned Year Constructed 1984 Year Constructed 1982 Year Constructed 1982 No. of Floors 1 No. of Floors 1 No. of Floors 1 Assignable Square Feet (NASF) 10,301 nasf Assignable Square Feet (NASF) 2,667 nasf Assignable Square Feet (NASF) 1,509 nasf Gross Square Feet (GSF) 13,500 gsf Gross Square Feet (GSF) 2,688 gsf Gross Square Feet (GSF) 1,657 gsf

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page A.20 Appendix A: Existing Building Inventory On-Campus Facilities

SFA Theater School Of Social Work Fine Arts Annex 180 183 184

Building Type General Purpose Building Type General Purpose Building Type General Purpose Condition Satisfactory Condition Satisfactory Condition Satisfactory Ownership Owned Ownership Owned Ownership Owned Year Constructed 1950 Year Constructed 1949 Year Constructed 1950 No. of Floors 1 No. of Floors 2 No. of Floors 1 Assignable Square Feet (NASF) 6,868 nasf Assignable Square Feet (NASF) 8,974 asf Assignable Square Feet (NASF) 2,162 nasf Gross Square Feet (GSF) 9,836 gsf Gross Square Feet (GSF) 15,345 gsf Gross Square Feet (GSF) 3,489 gsf

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page A.21 Appendix A: Existing Building Inventory On-Campus Facilities

Human Services 185

Building Type General Purpose Condition Satisfactory Ownership Owned Year Constructed 2004 No. of Floors 3 Assignable Square Feet (NASF) 33,789 nasf Gross Square Feet (GSF) 59,528 gsf

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page A.22 Appendix A: Existing Building Inventory On-Campus Facilities

Filmmaking Early Childhood Research Center 188 189

Building Type General Purpose Building Type General Purpose Condition Satisfactory Condition Satisfactory Ownership Owned Ownership Owned Year Constructed 1923 Year Constructed 2009 No. of Floors 2 No. of Floors 2 Assignable Square Feet (NASF) 2,650 nasf Assignable Square Feet (NASF) 82,519 nasf Gross Square Feet (GSF) 4,326 gsf Gross Square Feet (GSF) 123,231 gsf

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page A.23 Appendix A: Existing Building Inventory On-Campus Facilities

310 E. Starr Cinematography Storage Wisely 193 202 500

Building Type Renovations Building Type General Purpose Building Type Residence, Single Condition Mothballed Condition Satisfactory Condition Remodeling A Ownership Owned Ownership Owned Ownership Owned Year Constructed 1915 Year Constructed 1923 Year Constructed 1935 No. of Floors 2 No. of Floors 1 No. of Floors 3 Assignable Square Feet (NASF) N/A Assignable Square Feet (NASF) N/A Assignable Square Feet (NASF) 16,474 nasf Gross Square Feet (GSF) 4,054 gsf Gross Square Feet (GSF) 647 gsf Gross Square Feet (GSF) 27,456 gsf

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page A.24 Appendix A: Existing Building Inventory On-Campus Facilities

Housing Operations Annex Baker Pattillo Student Center Stephen B Tucker Health Services 526 533 534

Building Type Auxiliary Service Building Type Auxiliary Service Building Type Auxiliary Service Condition Satisfactory Condition Satisfactory Condition Satisfactory Ownership Owned Ownership Owned Ownership Owned Year Constructed 1971 Year Constructed 1960 Year Constructed 1978 No. of Floors 1 No. of Floors 3 No. of Floors 1 Assignable Square Feet (NASF) 2,033 nasf Assignable Square Feet (NASF) 107,708 nasf Assignable Square Feet (NASF) 6,763 nasf Gross Square Feet (GSF) 3,000 gsf Gross Square Feet (GSF) 224,021 gsf Gross Square Feet (GSF) 11,200 gsf

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page A.25 Appendix A: Existing Building Inventory On-Campus Facilities

Tracy D. Pearman Alumni Building Student Recreation Center 536 550

Building Type General Purpose Building Type Auxiliary Service Condition Satisfactory Condition Satisfactory Ownership Owned Ownership Owned Year Constructed 1982 Year Constructed 2007 No. of Floors 1 No. of Floors 2 Assignable Square Feet (NASF) 2,268 nasf Assignable Square Feet (NASF) 57,602 nasf Gross Square Feet (GSF) 2,483 gsf Gross Square Feet (GSF) 78,820 gsf

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page A.26 Appendix A: Existing Building Inventory On-Campus Facilities

Residence Life Operations Building Cole STEM Building A B

Building Type General Purpose Building Type General Purpose Condition New Condition New Ownership Owned Ownership Owned Year Constructed 2017 Year Constructed 2018 No. of Floors 1 No. of Floors 4 Assignable Square Feet (NASF) — Assignable Square Feet (NASF) — Gross Square Feet (GSF) 32,000 gsf Gross Square Feet (GSF) 85,000 gsf

Notes: Notes: 1. Square footage calculated from construction drawings 1. Square footage calculated from construction drawings and has not been field verified or reported to THECB. and has not been field verified or reported to THECB.

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page A.27 Appendix A: Existing Building Inventory Off-Campus Facilities Est Austin treet Off-Campus Facilities Est Austin treet

ort treet

guet treet guet treet Figure 3-17: Aerial View of Richard and Lucille DeWitt School of Nursing Dewitt Nursing Administration 191

Building Type General Purpose Condition Satisfactory Ownership Owned Year Constructed 2010 ort ur treet No. of Floors 1 Assignable Square Feet (NASF) 6,283 nasf Est in treet ort ur treet Gross Square Feet (GSF) 13,781 gsf

Est in treet

Figure 3-18: Aerial View of downtown Nacogdoches, TX

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page A.28 Appendix A: Existing Building Inventory Off-Campus Facilities

Dewitt Nursing Education Ed And Gwen Cole Art Center Dewitt Nursing Annex 192 195 205

Building Type General Purpose Building Type General Purpose Building Type General Purpose Condition Satisfactory Condition Satisfactory Condition Satisfactory Ownership Owned Ownership Owned Ownership Owned Year Constructed 2010 Year Constructed 1910 Year Constructed 2010 No. of Floors 1 No. of Floors 2 No. of Floors 1 Assignable Square Feet (NASF) 19,285 nasf Assignable Square Feet (NASF) 6,623 nasf Assignable Square Feet (NASF) 3,470 nasf Gross Square Feet (GSF) 29,217 gsf Gross Square Feet (GSF) 9,460 gsf Gross Square Feet (GSF) 4,246 gsf

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page A.29 Appendix A: Existing Building Inventory Remote Location Facilities

Remote Location Facilities

Est Austin treet

ort treet

Tucker House 168

guet treet Building Type General Purpose Condition Satisfactory Ownership Owned Year Constructed 1986 No. of Floors 2 Assignable Square Feet (NASF) 2,599 nasf Gross Square Feet (GSF) 3,943 gsf

Figure 3-19: Aerial View of Remote On-Campus Buildings

ort ur treet

Est in treet

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page A.30 Appendix A: Existing Building Inventory Remote Location Facilities

University Safety Student Technical Support Music Preparatory School 186 187 190

Building Type General Purpose Building Type General Purpose Building Type Non-Institution Condition Satisfactory Condition Satisfactory Condition Remodeling A Ownership Owned Ownership Owned Ownership Owned Year Constructed 1964 Year Constructed 2001 Year Constructed 1928 No. of Floors 2 No. of Floors 2 No. of Floors 2 Assignable Square Feet (NASF) 2,119 nasf Assignable Square Feet (NASF) 2,962 nasf Assignable Square Feet (NASF) N/A Gross Square Feet (GSF) 2,835 gsf Gross Square Feet (GSF) 3,879 gsf Gross Square Feet (GSF) 4,392 gsf

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page A.31 Appendix A: Existing Building Inventory Remote Location Facilities

3034 Raguet Street (Randall House) 206

Building Type General Purpose Condition Mothballed Ownership Owned Year Constructed 1975 No. of Floors 2 Assignable Square Feet (NASF) N/A Gross Square Feet (GSF) 6,737 gsf

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page A.32 Appendix A: Existing Building Inventory Facilities Excluded from Study

Table A-1: Building Inventory Summary - On-Campus Facilities - Excluded Facilities Net Gross Net Gross Assignable Square Assignable Square Square Feet Feet Square Feet Feet 1 1 Leased Leased Owned Owned Year Year Year No. Building Name Constructed (NASF) (GSF) No. Building Name Constructed (NASF) (GSF) 117 Mechanical Plant I l 1949 86 5,550 521 Steen l 1968 75,448 125,747 125 Biology Greenhouse l 1970 4,328 4,500 522 Lumberjack Lodge l 2006 75,796 126,327 140 Chemistry Storage l 1961 320 400 523 East College Cafeteria l 1968 31,776 42,480 151 Mechanical Plant 2 l 1973 167 9,301 524 Kerr l 1968 54,649 91,082 155 Mechanical For Agriculture l 1977 N/A 495 527 Stadium Fieldhouse l 1972 15,212 22,476 167 Visitor Information Center l 1984 48 140 528 Stadium Restroom East l 1972 N/A 1,320 172 Intramural Restroom l 1987 566 925 529 Stadium Restroom West l 1972 N/A 1,320 178 Grounds Storage l 1991 1,523 3,100 530 Stadium Press Box l 1972 5,468 10,262 194 Mechanical for Early Childhood Research l 2009 N/A 1,603 532 William R Johnson Coliseum l 1974 90,499 93,214 Center

196 Mechanical For Music l 1970 N/A 480 537 Sports Medicine / Academic Center l 2004 3,749 5,234 197 Mechanical For Forestry l 1970 N/A 757 538 Hall 20 l 1985 54,388 90,646 198 Piney Woods Native Plant Center l 2001 N/A 270 539 Stadium Ticket Booth West l 1987 N/A 170 Greenhouse

199 Piney Woods Native Plant Center l 2001 1,327 1,396 540 Stadium Storage I l 1980 N/A 1,650 Headhouse

200 Safety Chemical Storage l 2011 N/A 68 541 Stadium Storage 2 l 1990 N/A 1,600 201 University Safety Garage l 1964 N/A 740 542 Jimmy W. Murphy Wellness Center l 1996 N/A 8,350 203 Forestry Storage l 1970 N/A 95 543 Student Center Garage l 2006 N/A 135,531 502 Mays l 1950 18,094 30,156 544 Aikman Drive Parking Garage l 2006 N/A 191,664 511 North l 1960 10,444 17,407 545 Lumberjack Village Bldg 1 l 2006 79,482 132,470 512 South l 1960 10,444 17,407 546 Lumberjack Village Bldg 2 l 2006 50,104 83,507 516 Hall 10 l 1963 16,157 26,928 547 Lumberjack Village Bldg 3 l 2006 47,963 79,939 518 Hall 14 l 1964 41,757 69,595 548 Lumberjack Village Community Bldg l 2006 5,176 8,627 519 Griffith l 1965 54,649 91,082 549 Lumberjack Village Parking Garage l 2006 N/A 274,000 520 Hall 16 l 1966 41,757 69,595 551 Schlief Tennis Complex l 2008 1,763 2,200 1. Where N/A is noted for NASF, information was not available as reported to THECB. Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page A.33 Appendix A: Existing Building Inventory Facilities Excluded from Study

Table A-1: Building Inventory Summary - On-Campus Facilities - Excluded Facilities Net Gross Net Gross Assignable Square Assignable Square Square Feet Feet Square Feet Feet 1 1 Leased Leased Owned Owned Year Year Year No. Building Name Constructed (NASF) (GSF) No. Building Name Constructed (NASF) (GSF) 551 Schlief Tennis Complex l 2008 1,763 2,200 601 Mechanical For Griffith/Kerr l 1965 N/A 4,102 552 Wilson Drive Garage l 2010 N/A 309,526 602 Mechanical For Steen l 1968 N/A 2,635 553 Parking and Traffic Office l 2010 857 1,307 607 Mechanical For Univ Center l 1981 N/A 2,406 554 Lumberjack Landing l 2011 74,700 124,500 608 Student Rec Center Pool Pump House l 2007 415 2,090 557 Stadium Ticket Booth East l 1987 N/A 179 609 Mechanical For Lumberjack Village l 2006 N/A 2,595 568 Conservation Education Building l 2014 N/A 3,071 610 Mechanical For Lumberjack Landing l 2011 N/A 2,279 569 Patio Square Apartments l 1989 3,251 5,419 1. Where N/A is noted for NASF, information was not available as reported to THECB.

Table A-2: Building Inventory Summary - Off-Campus Facilities - Excluded Facilities Net Gross Net Gross Assignable Square Assignable Square Square Feet Feet Square Feet Feet 1 1 Leased Leased Owned Owned Year Year Year No. Building Name Constructed (NASF) (GSF) No. Building Name Constructed (NASF) (GSF) 558 Baseball Pressbox l 2006 213 213 563 Softball Press Box l 2006 N/A 126 559 Baseball Training Room l 2006 N/A 215 564 Softball Locker Room l 2010 1,338 1,338 560 Baseball Locker Room l 2006 1,247 1,247 565 Softball Equipment Storage l 2009 N/A 58 561 Baseball Grounds Equipment Shed l 2006 N/A 96 566 Softball Grounds Equipment Shed l 2009 N/A 240 562 Baseball Ticket Booth l 2006 N/A 34 567 Softball Ticket Booth l 2009 N/A 34 2. Where N/A is noted for NASF, information was not available as reported to THECB.

Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page A.34 Appendix A: Existing Building Inventory Facilities Excluded from Study

Table A-3: Building Inventory Summary - Remote Location Facilities - Excluded Facilities Net Gross Net Gross Assignable Square Assignable Square Square Feet Feet Square Feet Feet 1 1 Leased Leased Owned Owned Year Year Year No. Building Name Constructed (NASF) (GSF) No. Building Name Constructed (NASF) (GSF) 169 Observatory l 1978 934 1,500 828 Poultry Conference Building l 1989 2,035 2,360 170 Large Dome l 1976 459 500 829 Poultry Processing Building l 1989 2,130 2,336 171 Small Dome l 1976 144 144 830 SFA Broiler House 1 l 2002 N/A 24,750 182 Science Research Center l 1984 29,760 34,189 831 SFA Broiler House 2 l 2002 N/A 24,750 204 Observatory Slide Off l 2011 288 308 832 SFA Broiler House 3 l 2002 N/A 24,750 556 Stadium Storage 3 l 1981 1,213 1,213 833 SFA Broiler House 4 l 2002 N/A 24,750 801 Piney Woods Conservation Center l 1986 14,384 23,973 834 Equine Center l 2011 1,347 1,363 821 Beef Livestock Barn l 1969 5,930 6,030 835 Poultry Test House l 1989 N/A 10,059 823 Beef Implement And Repair Shed l 1970 3,136 3,272 836 Poultry Selection l 2005 N/A 2,410 824 Beef Farm Residence 2 l 1987 679 1,131 837 Poultry Tractor Barn l 1995 N/A 288 825 Beef Farm Residence 3 l 1996 1,260 2,100 838 Poultry Medication Room l 2002 N/A 610 826 Swine Facility l 1989 3,141 4,607 839 Broiler Farm Tractor Barn l 2004 N/A 276 827 Poultry Feed Mill l 1989 2,440 2,958 840 Broiler Farm Shop l 2005 N/A 195 1. Where N/A is noted for NASF, information was not available as reported to THECB.

Facility Programming and Consulting Stephen F. Austin State University Final - April 2018 (Revised July 2018) Campus Space Utilization Strategy Page A.35 Appendix A: Existing Building Inventory

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Stephen F. Austin State University Facility Programming and Consulting Campus Space Utilization Strategy Final - April 2018 (Revised July 2018) Page A.36