TJC Comprehensive Master Plan by TJC

2022 COMPREHENSIVE MASTER PLAN

PRESIDENT’S LETTER Founded in 1926, TJC is, and has always been, a world class, premier, and award-winning institution for higher learning. As we near our centennial, we reaffirm our commitment to advance the work that heroically began years ago. Not only that, but we continue to strive to position the College for growth, for the future generations that will walk through our doors. For this reason, TJC’s Board of Trustees, TJC administration, faculty and staff, members of our community, and our students all worked together to create our Comprehensive Master Plan.

Dr. Juan E. Mejia President & CEO

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The administration of TJC, the faculty and staff, are all committed to our values of Unity, Caring, Integrity, Empowerment, and Excellence. Through this unwavering commitment, we firmly believe at TJC that educating everyone is the path to a better world. Service to our students and our communities is championed through our authentic partnerships, priorities of education excellence, stellar service and innovative programing. We take pride in our rich history and traditions and work to ensure we honor the shoulders which we stand upon.

We at TJC know that our institution is vital to the economic development, social mobility, and regional prosperity of East Texas and beyond. That is why I am extremely thankful to Freese & Nichols who efficiently and effectively served as the firm that facilitated the work for our Comprehensive Master Plan. They developed a strong partnership approach with the College’s Steering Committee, chaired by Sarah Van Cleef, Vice President for Financial and Administrative Affairs and Chief Financial Officer. We are extremely proud of the outcome of that joint effort and are excited about the future. On behalf of the College’s Board of Trustees, the TJC Foundation, and the Executive Cabinet, I am thrilled to present the Tyler Junior College Comprehensive Master Plan, 100 Years of Excellence and Onward. It is a great day to be an Apache and Feathers Up! Juan E. Mejia, President & CEO

ACKNOWLEDGMENTS The planning team would like to thank the many individuals who contributed to the development of the 2022 TJC Comprehensive Master Plan. We are particularly grateful to the Comprehensive Master Plan Committee, the President, executive staff, deans, community stakeholders, students, faculty and staff who provided valuable insight and feedback about the future of TJC campuses and instructional sites.

Comprehensive Master Plan Committee Sarah Van Cleef, CFO and Vice President for Financial and Administrative Affairs Deana Sheppard, Provost and Vice President for Academic and Student Affairs Kim Lessner, COO and Vice President for Operations

Michael Seale, Campus Police Chief Stephanie Lassanske, Professor, Social Work/ Sociology Jeremy Singleton, Student Representative Samantha McGrew, Student Representative

Mitch Andrews, Vice President for Institutional Advancement

Ex-Officio Members:

Kristi Cuellar, Chief Information Officer

Kevin Fowler, Executive Director for Human Resources, Chief HR Officer

Tim Drain, Associate Vice Provost for Student Affairs Loretta Swan, Dean, Professional and Technical Programs Carol Hutson, Executive Director, Business Services

Consultant Team

Juan Mejia, President and CEO

Peggy Smith, First Vice President, TJC Board of Trustees David Hudson, Second Vice President, TJC Board of Trustees

Mark Gartman, Director, Facilities and Construction

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TABLE OF CONTENTS Executive Summary...........................................................................................................................................7 Introduction...................................................................................................................................................... 21 TJC Central......................................................................................................................................................... 53 TJC West..........................................................................................................................................................123 TJC North......................................................................................................................................................... 167 TJC Jacksonville.............................................................................................................................................. 193 TJC Rusk........................................................................................................................................................... 215 Implementation.............................................................................................................................................237 Appendices.....................................................................................................................................................243

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Executive Summary

Executive Summary | 7

VISION, MISSION & VALUES Our Vision Educating everyone — the path to a better world.

Our Mission The College champions student and community success by providing a caring, comprehensive experience through educational excellence, stellar service, innovative programming and authentic partnerships.

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Our Core Values Tyler Junior College’s (TJC) core values will guide the direction of the College and the decisions made on a daily basis.

Unity Coming together for a shared purpose to achieve a common goal.

Caring Combining empathy and action to show a generosity of spirit.

Integrity Applying principles of transparency, accountability, authenticity and respect to every interaction.

Empowering Investing in others by providing the means to achieve success through development and selfactualization.

Excellence Achieving distinction by proactively identifying opportunities and continually raising the bar.

Executive Summary | 9

GUIDING PRINCIPLES Based on the feedback from TJC and community stakeholders, six guiding principles were established to steer the direction and recommendations of the Comprehensive Master Plan.

Embrace the History of TJC • Preserve and enhance the iconic and historical character of TJC. • Ensure new facilities incorporate the character of existing TJC buildings. • Build an Alumni Center to better connect and establish relationships with former students.

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Improve the Student Experience • Build new and renovate facilities to provide consistent quality and technologically enhanced classrooms and spaces. • Explore new program and degree offerings that provide opportunities for students to qualify for local employment opportunities. • Build a new “One Stop Shop” to consolidate various student services in a single facility.

Connect and Integrate with Local Communities • Continue outreach and building relationships with community members. • Create an environment and campus that encourage the community of Tyler and surrounding areas to participate in the TJC’s local programming. • Develop community relationships with nearby land uses and owners to help encourage compatible development.

Manage Growth and Expansion • Ensure the campus and learning sites continue to grow to meet student and local community needs. • Develop the “Eastern Frontier” to provide expanded athletics and recreation opportunities. • Define current space allocation and projections for future space requirements.

Establish a Consistent TJC Experience Across Learning Sites • Develop visual elements and branding that tell a consistent narrative across learning sites. • Build on the sense of place for visual continuity. • Create a consistent campus wayfinding system that caters to pedestrians and vehicles.

Enhance Landscaping and Outdoor Spaces • Improve the pedestrian experience across all learning sites. • Create formal outdoor gathering spaces that are diverse and can host a variety of activities and events. • Design buildings and landscaping to fit within the campus context.

Executive Summary | 11

MASTER PLAN OVERVIEW The TJC Comprehensive Master Plan (Master Plan) provides a multi-year plan for TJC to address development needs and existing development ideas for TJC Central and its four learning sites. The Master Plan incorporates leadership and stakeholder input, educational goals, analysis of existing conditions, current opportunities and constraints, and projected needs.

This Executive Summary and the Introduction chapter provide a district-wide summary and overview of the planning process and recommendations. The existing conditions, analysis and recommendations for each learning site are summarized in individual chapters. The Implementation chapter provides high-level phasing considerations and summarizes TJC’s target implementation time frames.

Figure 1. TJC Central Master Plan Illustration

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Executive Summary | 13

MASTER PLAN OVERVIEW TJC Central The recommendations for TJC Central are divided into three physical initiatives: buildings and facilities, transportation, and landscape. Together, these initiatives seek to build upon the sense of place of the campus and enhance the overall student experience. The renovation of existing facilities like the Rogers Student Center, Vaughn Library, Pirtle Technology and Lewis Hall will address general building improvements, provide technological enhancements to classrooms and facilities, and repurpose space for alternate uses. Newly constructed buildings including the Academic Building, One Stop Shop, Data Center, Campus Police and Alumni Center will accommodate new programs and services and ensure that the campus continues to meet the growing needs of its students.

pedestrian corridors will be improved with the addition of shade trees. Additional campus parking will be provided in new and modified parking lots in areas with high parking needs. Improved wayfinding signage will help students, staff and visitors navigate the campus and add visual prominence to Fifth Street frontage. Landscape initiatives include multiple new green spaces with shaded seating and gathering areas. Existing streams running through campus will be restored and amenities will be improved to allow campus users to better enjoy these natural resources. All of the landscape

Indoor and outdoor recreation offerings will be expanded with the addition of a Health & Physical Education Center and baseball/softball complex, as well as an improved disc golf and trail area and football stadium. Improving pedestrian safety, access and comfort is essential to the student experience. In order to minimize potential conflict between pedestrians and automobiles, enhanced pedestrian crossings will be located at key points throughout the campus. Vehicular access will be limited for a portion of E. Lake Street that experiences a high level of pedestrian crossing activity. User comfort along key

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Figure 2. Academic Park Illustration

initiatives aim to better allow campus users to enjoy the sense of community and place that makes TJC Central so special. As TJC considers future growth of its Central location, consideration can be given to acquiring additional parcels around the campus to allow for further expansion and/or buffering around the site. The recommended improvements will help TJC systematically achieve the vision for TJC Central over the next 10 years and beyond.

Existing Building New Building Renovated Building

Map 1. TJC Central Master Plan

Scale: N.T.S.

Executive Summary | 15

TJC West A major focus of the improvements to TJC West will be to establish a quality of educational spaces and sense of place that connect it experientially to TJC Central. Renovations to the Regional Training & Development Complex, Skills Training Center and Energy Center will improve and expand the quality of educational and support spaces, and allow for new programs and degree offerings to be established on TJC West. A new Receiving Building will be used to shift the Receiving department from TJC Central to this location. A backup Data Center will eliminate the Figure 3. TJC West Illustration risk of bad backups and lengthy downtime needing manual intervention for data recovery. Enhanced landscaping and signage will help provide visual continuity between TJC West and TJC Central. Formalized outdoor gathering spaces will improve the pedestrian experience and provide areas for varied uses. Additional site landscaping will improve the aesthetics and “curb appeal” of this learning site.

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Existing Building New Building Renovated Building

Map 2. TJC West Campus Master Plan

Scale: N.T.S.

Executive Summary | 17

TJC North TJC North is currently located in a high-quality facility. However, its location within leased space will ultimately limit the potential for growth and creation of outdoor site amenities similar to those found or proposed at TJC Main and TJC West. The long-term vision for TJC North is a larger, more robust learning site with a greater diversity of program offerings. In the near term, TJC should remain in the current location and work to grow enrollment. In the longer term, TJC will need to consider an alternate, larger location to accommodate the desired growth.

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TJC Jacksonville and TJC Rusk The location of TJC Jacksonville and TJC Rusk in leased spaces limits the potential for improvements and expansion. The near-term recommendation for both locations is to implement signage updates to better reflect the current TJC brand and improve wayfinding, where possible. In the long-term, if TJC chooses to continue educational programs in the region of Jacksonville and Rusk, it is recommended that courses taught at the two locations be consolidated into a larger facility for greater efficiency in utilization and instruction. To the extent possible, it is recommended that improved aesthetics, technology and additional improvements such as a small outdoor space be included to provide an enhanced student experience akin to the experience on other TJC learning sites.

Executive Summary | 19

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Introduction

Introduction | 21

PURPOSE & PROCESS Scope of the Comprehensive Master Plan The Master Plan outlines the vision and framework for future campus development, growth and improvements. In order to support TJC’s goals and provide an enhanced experience for students, faculty and staff, the campus is evaluated in terms of usage, open spaces, infrastructure and enrollment. The Master Plan includes campus-wide and project-specific recommendations to expand and improve educational and experiential offerings in both the near- and long-term. The Master Plan is not intended to be constraining and prescriptive, and its graphics do not represent specific site or building designs. Rather, they illustrate recommended uses and locations of buildings, facilities, pedestrian gathering areas and landscape features.

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The Master Plan is intended to allow flexibility and imagination while ensuring consistent, sustainable and quality implementation. It is intended to serve as the baseline to guide project designers while allowing and encouraging creativity. However, it should not be interpreted so loosely as to permit entirely different initiatives and conceptual directions. The goal is to achieve a balance between this Master Plan and mutual decisions that must be reached throughout each project’s development process. The skillful use of this Master Plan by college planners, designers and facility managers will result in functional, memorable and sustainable TJC locations. This document should be a living document, periodically reexamined and updated as campus challenges evolve.

Process The development of the Comprehensive Master Plan includes four main phases: • Information Collection • Analysis • Review • Refinement of the Final Master Plan In the Information Collection Phase, the consultant team gathered information about

the existing conditions of TJC through research and a variety of stakeholder engagement efforts. This information was used to establish the vision for the future of TJC. The Analysis Phase included an analysis of the existing campus layout, facility conditions, space utilization and enrollment. This analysis established the projected growth for TJC and informed the initial concept plan. In the Review Phase, the consultant team developed the draft master plan

recommendations and illustrative plan based on the findings in the Analysis Phase. The consultant team worked closely with TJC leadership and the Master Planning Committee to review the recommendations and illustrative plan. In the Refinement/Final Phase, the Master Plan document was finalized and presented to the Master Planning Committee, Executive Cabinet and Board of Trustees for approval.

Introduction | 23

HISTORY OF TJC TJC originally opened in 1926 at Tyler High School as an extension of the Tyler public school system and offered local residents access to higher education. In 1940, TJC relocated from downtown Tyler to its current location on E. 5th Street. Following World War II, in 1945, Tyler voters approved a measure to create a junior college district and issued $500,000 in bonds for the College to have a campus of its own. Noted Tyler architect, Shirley Simons, designed a campus plan which included the reuse of several surplus buildings from nearby Camp Fannin and the first new college facility, which is now known as the iconic Jenkins Hall. TJC Central continued to develop with construction of Wise Auditorium in 1955, and Rogers Student Center, Windsor

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Plaza, Health and Physical Education Center, and White Administrative Services Center in the 1980s. TJC Central expanded to the west with the construction of Rogers Nursing and Health Sciences Center in 2015. TJC began to expand beyond its Central location with TJC West in 1989, and opened additional learning sites at TJC Jacksonville in 2008, TJC Rusk in 2010, and TJC North in 2017. Over the years, TJC established student activities, clubs and traditions that have become hallmarks of TJC spirit and pride such as the Apache Belles and Apache Band, and Las Mascaras, the oldest continuous student organization. TJC was also visited by notable dignitaries including former Presidents Jimmy

Carter; Gerald Ford; Ronald Reagan; George H. W. Bush; Bill Clinton; former First Lady, Lady Bird Johnson; and former Texas Governor Ann Richards. Today, TJC has grown from a single building to encompassing TJC Central and four learning sites. TJC continues to expand with opportunities for future development to the Eastern Frontier northeast of TJC Central, approximately seven undeveloped acres at TJC West, and beyond the physical campus through online virtual learning. For nearly 100 years, TJC has continuously served the local community by providing quality education and upholding the rich traditions that make TJC a pillar of the Tyler community.

First TJC Building

TJC School Bus

Apache Band and Belles in front of Jenkins Hall

Lady Bird Johnson Visits TJC

Introduction | 25

REGIONAL CONTEXT TJC is located in the heart of east Texas, approximately 100 miles east of Dallas, TX. TJC facilities are situated at TJC Central and four additional learning sites. TJC Central and TJC West are located within the City of Tyler while the other learning sites are located along the US Highway 69 corridor in Lindale, Jacksonville and Rusk. Additionally, TJC owns approximately 51 acres of undeveloped property adjacent to the old Tyler Airport.

Map 3. Regional Context Map

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2 1

Introduction | 27

ENROLLMENT & UTILIZATION METHODOLOGY Overview Multiple analyses were completed to assist Master Plan efforts in projecting the enrollment and space requirements for TJC at its Central location and four off-campus instructional sites - TJC West, TJC North, TJC Jacksonville and TJC Rusk. These studies included: • Demographic Analysis • Space Utilization Analysis • Enrollment Projections • Space Projections and Conceptual Building Blocks • Labor Market Analysis A more detailed discussion of the planning assumptions, metrics and methodologies used for each of the studies listed is included on the pages which follow. The following terms are referenced in these analyses and defined here: • Compound Annual Growth Rate (CAGR): Average exponential rate of annual growth of the population over a given period • Core-Based Statistical Area (CBSA): Defined by the U.S. Census Bureau as an area consisting of one or more counties anchored by an urban center of at least 10,000 people, plus adjacent counties that are socioeconomically tied to the urban center by commuting

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• Education & General (E&G) Space: Area used for academic instruction, research and support of the institution’s mission; it does not include auxiliary enterprise space, permanently unassigned space or space used for operations independent of the mission

their impact on the on-campus space needs is negligible. It should be noted that while the enrollment presented for each location is a distinct and unduplicated count for that site, it is possible for a student to have been attending one or more location and therefore be counted more than once.

• Full-Time Student Equivalent (FTSE): Calculated as the total semester credit hours divided by 12

The resulting findings are intended to support future campus planning decisions and maximize the capacity and utilization of existing space to accommodate the projected growth at each of the TJC off-campus instructional sites and TJC Central.

• Gross Square Feet (GSF): Sum of the square feet of space of all floor areas within the outside faces of a building’s exterior walls • Net Assignable Square Feet (NASF): Sum of all areas within the interior walls of rooms on all floors of a building assigned to or available to an occupant or use, excluding unassigned space Unless noted otherwise, the data and maps which follow are a snapshot of the student composition and building utilization of TJC as of the Fall 2019 semester, derived from data provided by the TJC Office of the Registrar. Student data represents those individuals who were enrolled exclusively in on-campus courses or who are a hybrid, enrolled in at least one on-campus course and at least one fully online course concurrently. Dual credit students receiving instruction at their high school and students enrolled in only online courses are excluded from this analysis because

Demographic Analysis A demographic analysis assists the planners and TJC in understanding the current population (quantity and composition by age, ethnicity, etc.) and anticipated growth within the TJC Service Area boundary and its surrounding areas; this information is also utilized to assist in projecting future enrollment scenarios. Demographic data available from ESRI, a global supplier of geographic information system (GIS) software and demographic data, was gathered on both historic and five-year projected population growth. These were then extrapolated an additional five years, based on ESRI reported values, to obtain a 10-year projection utilizing a simple trend analysis. Data on student enrollment and residence of origin for the Fall 2019 semester, as provided

by the TJC Office of the Registrar, was utilized to understand current and future demographics within the TJC Service Area, as well as in the immediate vicinity of TJC Central and each of the off-campus instructional sites. An enhanced demographic study of each location was conducted which included: • Identifying change in growth of the projected age 18-to-64 cohort, by ZIP Code, over the next 10 years • Diagramming a specified drive time and mile radii from each location; time and distance were tailored to each site • Diagramming density by student residence by ZIP Code for each location • Identifying the catchment area (i.e., the region/geographic area from which the campus draws the majority of its students) for TJC Central Additional demographic analysis of each existing campus is included as an Appendix in this document. Analysis includes a market study (with related detailed information on race, ethnicity, income, education) for the TJC Service Area, Taxing District and either the Fall 2019 catchment area (for TJC Central) or the population located within either the 30- or 60-minute drive time of the remaining four locations.

Space Utilization Space utilization analysis identifies current opportunities within the existing classroom and class lab inventory to determine if it is capable of supporting the projected enrollment or if additional inventory is needed and when. Space utilization is a measurement of the efficiency of use of a given space, specifically classrooms and class labs. Methodologies for the measurement of a campus room and building utilization include: • Average Weekly Classroom or Class Lab Utilization: Measurement of the average hours per week that a classroom or class lab is scheduled and utilized for instruction • Classroom or Class Lab Percent Fill: Calculated as the average enrollment for each individual classroom and class lab, across all scheduled sections/courses for a typical week, versus the available number of seats, or capacity, of the space When looking at individual classroom and class lab utilization, it is important to compare the overall hours per week in use and the fill rate to capacity of those sections with the recommended minimum targets provided by the Texas Higher Education Coordinating Board (THECB). The THECB provides the following minimum utilization guidelines for four-year universities and higher education institutions:

• Classroom: 38 hours per week (average) at 65 percent fill (minimum) • Class Lab: 25 hours per week (average) at 77 percent fill (minimum) For purposes of this study, classrooms, defined by THECB as “rooms or spaces generally used for regularly scheduled instruction that require no special, restrictive equipment or configuration,” will be measured against 32 hours per week. The 38-hour week for average classroom utilization typically assumes the majority of instruction occurs Monday through Friday, between the hours of 8:00 am and 5:00 pm. These hours may vary by institution (e.g., evening classes, Saturday classes). While community colleges are not regulated by the THECB in the same manner as a four-year institution, the targets noted above are feasible, with some exception. Historically, community colleges have difficulty achieving the same 38hour weekly utilization as a four-year institution for general classrooms. This is partially due to the student population. Students at a fouryear institution are more likely to reside on campus, allowing for a greater critical mass and ability for higher scheduled weekly utilization. In addition, the characteristics of a traditional student at a four-year institution versus a community college tends to be different. Community college student populations trend towards older students (age 22+) who are less likely to enroll in a full-time course load (12

Introduction | 29

credit hours or more) due to either work and/or personal obligations. For these reasons, it is both more reasonable and realistic to assume the standard for community colleges, like TJC, to target an average classroom utilization of 32 hours per week.

Class labs are spaces used for regularly scheduled instruction and characterized by special purpose equipment or a specific space configuration that limits instructional activities to a particular discipline (e.g. biology and chemistry labs). Rooms with computers are not necessarily coded as a class lab unless the

HOW TO READ THE BUILDING UTILIZATION CHART

Overall Classroom Usage: Hours per Week by Building

TOTAL

Building

Total Total Total Rooms Enrollment Capacity 86 1,777 2,767

LEGEND

Genecov Jenkins Hall Ornelas Hlth and Phy Educ Ctr Potter Hall Rogers Nursing Health Science Rogers Student Center Pirtle Technology Vaughn Conservatory Vaughn Library Wise Cultural Arts

18 Classrooms were available for schedule in Potter Hall during the Fall 2019 semester

█ Weekly Hours < THECB Target

█ Classroom Fill >= THECB Target

█ Weekly Hours >= THECB Target

(Total Enrollment/ Total Capacity)

Classroom Fill

64.2% █ █ █ █ █ █

Average Hours Utilized Per Week 28.4

█ Overall Utilization < 50% █ Overall Utilization 50% to 75% █ Overall Utilization > 75%

Difference from THECB Target <32.0 Hours ⸽ >32.0 Hours

(3.6)

Overall Building Utilization

(Function of Room Fill and Hourly Usage)

57.0% █ █ █ █ █

65.0% █ █ █ █ █ █

32.0

75.0% █ █ █ █ █ █ █

1 27 1 18 10 4 22 2

53 621 22 330 234 53 375 71

83 983 32 441 430 82 606 90

33 921 18 535 278 79 496 57

63.5% █ █ █ █ █ █ 63.1% █ █ █ █ █ █ 67.6% █ █ █ █ █ █ 74.8% █ █ █ █ █ █ █ 54.3% █ █ █ █ █ 64.1% █ █ █ █ █ █ 61.8% █ █ █ █ █ █ 78.6% █ █ █ █ █ █ █

33.0 34.1 18.0 29.7 27.8 19.8 22.5 28.5

1.0 2.1 (14.0) (2.3) (4.2) (12.3) (9.5) (3.5)

65.5% █ █ █ █ █ █ 67.3% █ █ █ █ █ █ 38.0% █ █ █ 69.5% █ █ █ █ █ █ 47.2% █ █ █ █ 39.6% █ █ █ 43.5% █ █ █ █ 70.0% █ █ █ █ █ █ █

102.5% █ █ █ █ █ █ █ █ █ █

24.0

(8.0)

76.9% █ █ █ █ █ █ █

On average, classrooms in Potter were in use 29.7 hours per week; this is 2.3 hours less than the target of 32 hours per week

Figure 4. Quick-Reference Guide to Reading the Building Utilization Charts

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█ Classroom Fill < THECB Target

Total Hours 2,441

THECB Target G J OHPE P RNHS RSC T VC VL WCA

Used in conjunction, the utilization methodologies described above can provide

Of the total available capacity, 74.8% of seats were filled, on average (Total Enrollment / Total Capacity)

Tyler Junior College: Main Campus, Fall 2019

Color indicates an instructional building without any schedulable classrooms

usage/equipment is particular to a discipline, such as an information technology networking lab or a computer-aided drafting lab. Class labs are still measured against the THECB metric of a 25-hour average weekly utilization.

Bars to the left of the vertical datum line indicate average scheduled hours per week were “less than” target

The combination of Classroom Fill and Average Hours per Week is the Overall Building Utilization; at Potter, this is 69.5%

TJC with an overall picture of how classrooms and class labs are being utilized at an individual instructional location. The method provides a quick view of which spaces are being underor over-utilized in terms of scheduling and/or capacity. It may also be useful in “right sizing” the available instructional space for the desired projected student enrollment, as well as identifying spaces which may be available for additional scheduling, at present or in the future, by increasing capacity in courses which were indicated to have multiple empty seats within a section. To calculate both the overall building utilization as a whole, as well as the individual classrooms and class labs, the two metrics previously discussed are applied using the following formula: Average Enrollment

Seat Count

Average Hours Utilized per Week THECB Target Hours

Those buildings or individual rooms with a combined score above 75 percent are considered to be well-utilized. Those between 50 percent and 75 percent are considered fair and those below 50 percent indicate poor utilization. The building utilization analysis included in each chapter provides a high-level analysis of the overall utilization of classrooms and labs by TJC location in the Fall 2019 semester. Additional room-by-room data for each building is included in the Appendix of this document.

Enrollment Projections Multiple growth scenarios were explored to assist in projecting the potential future enrollment at each of the individual locations over the next 10 years. Enrollment projections utilize on-campus and hybrid students only. When forecasting enrollment at each individual location, multiple scenarios are utilized. All locations are forecast using the following three scenarios: • Trend Line: Continued growth at historic enrollment (2014-2019) • 2019 Capture Rate: Ratio of Fall 2019 enrollment to the population ages 18 to 64 within the TJC Service Area; the ratio is then multiplied against the projected growth of the specified 18-to-64 population for the next 10 years • High School Graduation Growth: Percent historic change in growth (2014-2019) of the senior class graduation rate at all high schools in the TJC Service Area; the percent is then multiplied against the Fall 2019 enrollment and carried forward

students who attended the campus in Fall 2019 originated or resided. Defining a catchment area allows for additional analysis when examining an existing campus market area and the potential student/community population. It is also instrumental in forming the basis of assumptions regarding enrollment for existing campuses, as well as potential new campus or center locations under consideration. For the remaining four locations, a scenario which utilizes the percent projected change in growth (2021-2031) of the population ages 18 to 64 within a specified drive-time of the TJC location was employed; the percent is then multiplied against the Fall 2019 enrollment and carried forward. A 60-minute drive-time was utilized for TJC West. TJC North, TJC Jacksonville and TJC Rusk were analyzed on a 30-minute drive-time. Typically, the average of all the scenarios identified above is utilized as the baseline to project space needs for the projected headcount for each location.

For TJC Central, one additional scenario is generated using the defined catchment area. For this analysis, the TJC Central catchment area is determined by identifying the top ZIP Codes from which a cumulative 65 percent of

Introduction | 31

Space Projections + Conceptual Building Blocks To project the minimum required space to support the future on-campus/hybrid enrollment at each campus, the “Space Projection Model for Higher Education Institutions in Texas,” developed by the THECB, was utilized as a baseline and then customized to better reflect the needs of TJC. Space needs were analyzed and projected in the following four E&G space categories, per the THECB:

The model predicts the NASF of E&G space an institution needs in each of the categories above; these are then compared to the existing building inventory in order to identify the potential shortfall (or surplus) to support the projected enrollment. Auxiliary services are in addition to E&G space and include functions which improve the oncampus faculty, staff and student experience. Auxiliary services are considered non-E&G space and may include the following categories: • Athletics (Competition/Intramural) • Child Care • Community Event Space

• Instruction (e.g., classrooms, labs, study space, tutoring/student support, etc.)

• Food Service/Dining

• Office

• Merchandising/Retail

• Library

• Recreation

• Support (e.g., data center, central receiving, warehouse, physical plant, etc.)

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• Housing

Once identified, the total assignable square foot of the combined E&G and auxiliary functions are translated into GSF, typically using an assignable to gross ratio of 65 percent. This is then incorporated into the building blocks proposed in the Master Plan to address identified shortfalls or space deficits, as required.

It is recognized that the model is an ideal world solution that does not always reflect reality. Institutions often function successfully in a space deficit. Instead, the model should be utilized as a goal towards which TJC may work over time. Items which will impact the actual amount of space needed in the future include: • Enrollment growth • Utilization of existing instructional space • Demolition of existing buildings • New building construction • Re-allocation of existing buildings or spaces for different functions

Planning Metrics Space needs are primarily calculated utilizing the following historic data, as provided by TJC: • Enrollment by course program • Full-time student equivalent (FTSE) • Full-time equivalent (FTE) faculty To calculate the number of FTSE, the total number of semester credit hours for each location was divided by 12 (full-time). Space needed in each of the categories is primarily calculated utilizing FTSE. The historic average ratio of FTSE to total student headcount, from Fall 2014 to Fall 2019, was held constant for each location, to calculate the future FTSE for the projected enrollment. The district-wide average of FTSE to headcount was 82.7 percent. Figure 5. Average Percent FTSE to Headcount (by Location)

Main

West North Jacksonville Rusk

77.2% 83.4% 59.0%

48.2%

Source: TJC Office of Registrar and Facility Programming and Consulting

100.0%

Note that while 100 percent online growth above the on-campus enrollment is projected to continue, it generally will not impact the proposed building/campus square foot requirements. The five-year historic ratio of FTE faculty to faculty headcount for TJC, as a whole, was held constant at 76.9 percent and applied to each location to determine the ratio of FTE faculty to FTSE (see table below). Figure 6. Average Ratio of FTE Faculty to FTSE (by Location)

Main

West North Jacksonville Rusk

20.1

12.9

7.5

6.1

Instructional Space To calculate the instructional space needed at each location, the percent composition, by THECB program area, for the Fall 2019 semester student population was identified and then distributed to each program area in order to establish the total NASF instructional space needed. For this analysis, the percent composition of the programs in the future is presumed unchanged from the current. Impact of fully online programs is not factored into projected space needs.

11.0

Source: TJC Office of Registrar and Facility Programming and Consulting

A similar method was also utilized to calculate the ratio of FTE staff to FTE faculty. The district-wide ratio of 0.91 FTE staff per one FTE faculty was held constant and then applied to the projected 10-year quantity of FTE faculty at each location in order to determine the projected future staff need.

Introduction | 33

To calculate instructional space at TJC Central, the THECB model allocation for NASF per FTSE by program area noted in the figure below was utilized as programs at TJC Central generally anticipate students will take both core classes and some specialized training in order to receive their degree or certification.

Because of the nature of instruction at TJC West, North, Jacksonville and Rusk, the model calculated the projected NASF per FTSE utilizing an alternate space allocation reserved for technical and vocational programs noted in the figure below.

Figure 7. E&G Space Planning Metric for Academic Instructional Program Area

Figure 8. E&G Space Planning Metric for Vocational and Technical Instructional Program Area

Program NASF/ Sample Disciplines by Area FTSE Program Area

Agriculture, Architecture, Visual and Performing Arts

Engineering, Industrial Arts, Transportation Technology

Journalism, Computer Science, Biology,Physical Sciences, Health Professions Liberal Arts, History, Education, Social Sciences, Mathematics

Source: THECB Academic Program Area Summary for Public Universities

34 | TJC Comprehensive Master Plan

120

Automotive, Air Conditioning and Heating, Construction Trades

Allied Health, Vocational Nursing, Printing and Graphic Arts

Culinary Arts, Data Processing, Drafting, Electronics

Law Enforcement, Occupational Health and Safety

Source: THECB Vocational Program Areas Space Factors - for Texas State and Technical Colleges

Office Space Office facilities include individual or multiperson workstation spaces specifically assigned to academic, administrative and service functions of the institution. For this model, the projected office need was calculated utilizing an allocation per FTE faculty and staff as tabulated in the figure below. Figure 9. Square Foot Planning Metric for Faculty and Staff Office Spaces

Type of Space

NASF per FTE Faculty

NASF per Staff

Office

100

Conference

Service Area

Dept. Admin.

Total

150

100

Source: THECB and Facility Programming and Consulting

As noted previously, the number of staff was calculated at a factor of 0.91 per FTE faculty. Both the square foot metric and the ratio of staff to faculty have been adjusted downward slightly from those recommended by the THECB, recognizing that community colleges do not typically have the same space requirement as a four-year institution.

Library Space

Support Space

Projected library space typically depends on two factors; the number of volumes and the number of users. However, modern libraries and learning centers tend to focus on more collaborative environments, including both private and group study rooms, and those services which support student success, such as tutoring. While many libraries are moving away from large physical collections, towards e-books and publications which are digitally available, the THECB model is still based on traditional library resources with larger physical collections.

Support is calculated at 9 percent of the total of the other three factors, per THECB guidelines, at TJC Central and TJC West only. Because the remaining three off-site instructional areas are currently housed in leased space that does not require the same infrastructure and support as a free-standing, self-sustained location, support is calculated at 5 percent instead.

For purposes of this analysis, stack space at TJC Central was approximated at its existing square footage. Additional flexible library space need was calculated at 1.0 NASF each per FTSE. It is presumed that TJC Central will continue to serve as the central library and repository for TJC. However, resources and study space will still be necessary to accommodate students at the remaining four locations. For this reason, 1.0 NASF per FTSE was also allotted to meet this need in the model at TJC West, North, Jacksonville and Rusk.

Auxiliary Space Auxiliary functions are not predicted by the THECB model. However, for planning purposes, auxiliary services have been calculated at 5 percent of all other factors. This percent may be adjusted at each location to more accurately reflect their respective needs and character.

Introduction | 35

DISTRICT OVERVIEW

Student Residence Density

U V

Tyler Junior College: All Campus Student Residence Locations, 2019F

Demographic Analysis Note: Full-size versions of the maps in this section are included in the Appendix for reference.

In the Fall 2019 semester, just over two-thirds (62.4%) of the on-campus/hybrid students who attended TJC originated from within the TJC Service Area. Of those students outside the Service Area, the largest percentage came from the service areas of neighboring Kilgore College (21.8%) and Trinity Valley Community College (20.8%). When student residency density for the Fall 2019 is plotted, origination of the TJC student enrollment is more easily understood. Each green dot on the adjacent map represents the location of a student address. The map indicates that while TJC’s primary student draw is from within its Service Area, there are still a significant number of students who choose to attend TJC rather than an institution within their own geographic region. Note that the geocoded residences represent the address provided to the TJC Office of Registrar at the time of enrollment; it neither indicates a student’s current address nor implies that the student is commuting from that address to a specific TJC location.

36 | TJC Comprehensive Master Plan

Garland

Rockwall

U V

Royse City

U V

Emory

Heath Sunnyvale Travis Ranch Forney Terrell 20

Rowlett

U V 19

Wilmer Ferris

Crandall Kaufman

Palmer

U V

£ ¤

Corsicana

U V TJC WEST U V

U V

Malakoff

£ ¤ 287

U V

TJC NORTH

Hideaway

Mabank

Tool

Chandler

Athens

£ ¤ U V 19

U V 155

£ ¤ £ ¤

45 Fairfield

Palestine

259

V £ ¤ U

Liberty City

U V 31

Marshall Longview Hallsville

Kilgore

MAIN CAMPUS

135

Henderson

£ ¤ 79

£ ¤ U V 69

Jacksonville

£ ¤ 79

U V U V

£ ¤

U V U V

Waskom

Lake Cherokee

Overton 259

Whitehouse

449

149

Carthage

U V 315

110

£ ¤ 59

£ ¤ 84

TJC JACKSONVILLE Rusk

TJC RUSK

U V ¤ £¤ £ 204

259

U V 87

Center

U V 7

Mexia

£ ¤

Gilmer

White Gladewater Oak

Tyler

Bullard

175

£ ¤

Jefferson

155

Lindale

Van

198

Gun Barrel City

154

110

U V

175

Ennis

U V

Mineola

U V

Canton

243

U V U V

155

271

U V

£ ¤

Quitman

Grand Saline

Seagoville

U V 37

£ ¤

Wills Point

Winnsboro

154

276

Nacogdoches

20 Miles

Source: ESRI and Facility Programming and Consulting

Main Campus

Off-campus Instructional Sites

Student Residence Service Area Taxing District

Information shown hereon is a graphical representation only and based upon available information. Facility Programming and Consulting cannot be responsible for consequences resulting from error or omission in the information and graphical representations made hereon.

Map 4. Tyler Junior College Student Residency Density: Unduplicated Headcount, Fall 2019

Population Growth Age 18-64 by ZIP Code, CAGR 2021-31

U V

Tyler Junior College Service Area Garland

Rockwall

U V

Emory

Heath Travis Ranch Forney Terrell 20

Wills Point

U V 19

Ferris

Crandall Kaufman

U V 34

Palmer

U V

£ ¤

Corsicana

U V

£ ¤ 287

TJC NORTH

U V TJC WEST U V Chandler

Athens 175

U V

155

U V

£ ¤ £ ¤ 79

45 Fairfield

Palestine

Jefferson

£ ¤ 259

Gilmer

V £ ¤ U

Liberty City

U V 31

Marshall Longview Hallsville

Kilgore

MAIN CAMPUS

135

Henderson

£ ¤ 79

£ ¤ U V 69

Jacksonville

£ ¤ 79

U V U V

£ ¤

U V U V

Waskom

Lake Cherokee

Overton 259

Whitehouse

449

White Gladewater Oak

Tyler

Bullard

£ ¤

155

Lindale Hideaway

Mabank

Malakoff

£ ¤ 80

Van

198

Tool

154

110

U V

175

Gun Barrel City

Ennis

U V 243

U V U V

U V

Mineola

U V

Canton

£ ¤

149

Carthage

U V 315

110

£ ¤ 59

£ ¤ 84

TJC JACKSONVILLE Rusk

TJC RUSK

U V £ ¤¤ £ 204

259

U V 87

Center

U V 7

Mexia

Nacogdoches Population Growth Age 18-64

20 Miles

Source: ESRI and Facility Programming and Consulting

Tyler Junior College Service Area Main Campus

Off-Campus Instructional Sites

≤0.0% ≤0.5% ≤1.0%

10-Year Population Growth

U V

271

Quitman

Grand Saline

Seagoville

U V 37

£ ¤

Sunnyvale

U V

Winnsboro

154

276

Rowlett

Wilmer

U V

Royse City

≤1.5% ≤2.0% >2.0%

Map 5. Tyler Junior College Service Area Population Age 18-64 by ZIP Code, CAGR 2021-2031

By the year 2031, the population within the TJC Service Area is projected to approach 376,500. Of this population, approximately 56.2 percent will be between the ages 18 and 64, the predominant community college target market. In the Fall 2019 semester, the average age of the TJC student was 22 years old. Overall, the greatest projected growth is anticipated to be in the Dallas-Fort Worth metroplex, well outside the TJC Service Area. When the focus of geographic area is limited to within the Service Area boundaries, the ZIP Codes anticipated to have the greatest increase in number of potential community college students, age 18 to 64, are in the areas of Lindale (1.4%) and Tyler (1.2%). Growth in the areas of Whitehouse and Bullard, to the south, are projected to change up to 1.0 percent per annum, over the next 10 years. The adjacent map illustrates the projected CAGR in the population age 18-to-64 cohort, by ZIP Code, through 2031. Those ZIP Codes with the greatest forecasted annual growth are illustrated in the darker blue shades. However, note that some ZIP Codes also cover larger areas and are larger in size, relative to others, resulting in visual distortion. See Appendix for additional details and analysis included in the full market summary of the TJC Service Area.

Introduction | 37

Enrollment Projections The chart on the following page shows historic and projected on-campus/hybrid enrollment at each TJC instructional site, as well as the district overall, for the next 10 years. Multiple enrollment growth scenarios for each location were analyzed and are included in the sitespecific discussions which follow. Typically, the average of enrollment projected by year across all scenarios is plotted here. Of the students included in this analysis, approximately 64.6 percent were enrolled at a

38 | TJC Comprehensive Master Plan

TJC instructional location in on-campus, faceto-face courses only; the remainder were hybrid students enrolled in at least one on-campus and one exclusively online course simultaneously. For purposes of this study, if a student’s oncampus course also had an online component, they are considered an on-campus student. In each of these projections, the enrollment excludes dual credit students receiving instruction at another location and online-only growth.

In general, overall enrollment is projected to grow at TJC by approximately 12.7 percent with an increase in enrollment from 9,003 students in the Fall 2019 semester to approximately 10,140 students by the Fall 2031 (approximately 1.0% growth per annum). TJC Rusk is projected to have the least compound annual growth (-1.1%) with a decrease of approximately two students over the next 10 years. While TJC Central will have the greatest increase in quantity of students, TJC Jacksonville is projected to experience the greatest percent change in growth per annum.

Total Unduplicated Fall Enrollment Projections

Tyler Junior College: All Campus Locations (On Campus/ Hybrid Only) Source: Tyler Junior College and Facility Programming and Consulting

12,000 11,000 10,290 11,000 10,080 10,000 10,290

10,080

9,003

10,000 9,000 8,000 9,000 7,000

Average of All Scenarios

Historic Enrollment Historic Enrollment

9,053

9,003

Projected Growth (2019-31) ■ Enrollment Increase: 1,140 ■ Total Percent Change: 12.7% ■ Annual Growth (CAGR): 1.0%

10,143 9,458 10,143 10,143 9,458 9,458

9,003 8,410

8,452 Unduplicated Fall8,410 Total Enrollment8,410 Projections

Tyler Junior College: All Campus Locations (On Campus/ Hybrid Only)

8,000 6,000 Source: Tyler Junior College and Facility Programming and Consulting 2009 2012 2017 2013 2014 2016 2017 2018 2021 2024 2022 2023 2026 2027 2030 2031 2031 2014 2010 201520112016 2018 20152019 2020 2021 2019 202220202023 2025 2024 20262025 2027 2028 2028 2029 20292030 Data Break Data Break Data Break 500 5,000 4,000 400

366

353

Average of All Scenarios

353

Projected Growth (2019-31) ■ Enrollment Increase: 1,140 ■ Total Percent Change: 12.7% ■ Annual Growth (CAGR): 1.0%

3,000 300 2,000 200 1,000 107150 107

389 389

389 183 183 353 156 65 183 156 19 95 103 100 103 95 65 95 65 17 - 0 0 47 2009 2010 2011 2012 2013 2014 2015192016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 19 38 17 17 - 00 156

2014 2010 20152011 2016 2018 20152019 2021 2019 202220202023 2025 202420262025 2027 2028 2028 202920292030 2009 2012 2017 2013 2014 2016 2020 2017 2018 2021 2024 2022 2023 2026 2027 2030 2031 2031

Sum of All Locations: +1,140 | 1.0% CAGR

TJC North: +27 | 1.4%

Total Headcount

Main Campus

Total Headcount West

Main Campus North

TJC Jacksonville: +30 | 3.2%

RUSK

TJC Rusk: (2) | -1.1%

TJC Central: +1,048 | 1.0% CAGR TJC West: +36 | 0.8% CAGR

Jacksonville

Figure 10. TJC Enrollment Projections (On-Campus/Hybrid Headcount) (2019 - 2031)

Introduction | 39

Space Demand Space projection models were prepared for TJC Central and the four off-site instructional locations to understand existing inventory versus projected future need. This information was then utilized to inform the Master Plan and develop “building blocks” for each location to support the future enrollment and student needs. The table below identifies the predicted need in each of the four THECB space categories at each location.

By Fall 2031, TJC is predicted to require just over 1.03 million GSF district-wide to support the projected 10,140 student enrollment. This value includes approximately 49,100 GSF of auxiliary services, such as dining and recreation, to provide students with the enhanced college experience. In addition, this auxiliary space may include additional housing at TJC Central to support enrollment growth and programs for which housing is provided, such as in athletics and the Apache Belles.

According to data provided by TJC, the existing inventory district-wide is approximately 1,036,500 GSF, excluding residence halls at TJC Central. When the projected need is compared to the current inventory, this results in a small surplus of 4,300 GSF district-wide to support the predicted increase in enrollment. However, space need is predicted to be greatest at TJC Central, TJC North, and TJC Jacksonville. While growth is predicted at TJC West, it is likely it will be able to be accommodated through targeted renovation of the existing inventory.

Figure 11. Projected 10-Year Space Need by Location

TJC Central

TJC West

TJC North

TJC Jacksonville

TJC Rusk

Total

Total Existing GSF

806,900

212,600

8,000

4,500

1,036,500

Predicted Student Headcount (2031)

9,460

390

180

10,140

Instructional

417,500

34,600

8,900

4,100

1,500

466,600

Office

87,400

6,000

3,500

1,800

370

99,100

Library

17,300

325

110

17,800

Support

47,000

3,700

630

300

100

51,700

Subtotal E&G NASF Need

569,200

44,600

13,100

6,300

2,000

635,200

Subtotal E&G GSF Need

875,700

74,400

20,200

9,700

3,100

983,100

43,800

3,700

1,000

400

200

49,100

919,500

78,100

21,200

10,100

3,300

1,032,200

Type of Space

Auxiliary Services (GSF)

Total Predicted GSF Need (2031)

Note: Total predicted GSF calculated at 65% efficiency except at TJC West (60% efficiency). Square foot values have been rounded to nearest hundred. Source: THECB and Facility Programming and Consulting

40 | TJC Comprehensive Master Plan

Space Utilization

to temporarily support relocated functions as part of any proposed building demolition(s) and construction recommended in the Master Plan.

While usage varies by location, with the exception of TJC Jacksonville and Rusk, academic buildings were generally well utilized at all TJC locations in the Fall 2019 semester. The data suggests TJC may accommodate any increase in enrollment in the short-term, simply by increasing weekly hours of utilization and/ or room fill. This also indicates that operations may continue without significant impact if a space were to be taken off-line to allow for upgrades to technology and/or furniture, or

TJC Central will ultimately require additional academic space to meet the instructional demands of the projected 10-year increase in campus enrollment. TJC West will require additional classroom space in order to meet the institution’s desire to provide accommodations that allow students to complete their degree or certificate entirely at this location. Also, as it expands its technical and vocational instruction

Overall Classroom Usage: Hours per Week by Building

Tyler Junior College, Fall 2019

LEGEND

█ Classroom Fill < THECB Target █ Classroom Fill >= THECB Target

Location

TOTAL

Total Total Rooms Enrollment 94 1,937

Total Capacity 2,982

THECB Target

65.0% █ █ █ █ █ █

Average Hours Utilized Per Week 27.4

65.0% █ █ █ █ █ █

32.0

Main Campus 2,767 64.2% █ █ █ █ █ █ Overall Class Lab Usage: Hours per864Week1,777 by TJC West 91 Building 91 100.0% █ █ █ █ █ █ █ █ █ █

Tyler Junior College,TJC Fall 2019 North

TJC Jacksonville TJC Rusk

TOTAL

Location

2 2

21 48

Total Total Rooms Enrollment 92 1,573

70 54

Total Capacity 2,579

THECB Target Main TJC West TJC North TJC Jacksonville TJC Rusk

74 16 1 1

1,350 191 13 19

2,191 324 24 40

30.0% LEGEND ███ < THECB 88.9% ██Class █ █Lab █ Fill ██ █ █ Target

█ Class Lab Fill >= THECB Target

TJC North’s current location within leased space means its current footprint and specialized program offerings provide a limited capacity for enrollment growth. Utilization at TJC Jacksonville and Rusk is low; however, this may be due, in part, to the specialized nature of the programs offered at these locations. For efficiencies in both utilization and instruction, consideration may be given to co-locating these programs in the future. █ Overall Utilization < 50% █ Overall Utilization 50% to 75% █ Overall Utilization > 75%

█ Weekly Hours < THECB Target █ Weekly Hours >= THECB Target

(Total Enrollment/ Total Capacity)

Classroom Fill

into new sectors, additional specialized teaching lab space will be required.

28.4 22.5 17.5 6.0 -

Difference from THECB Target <32.0 Hours ⸽ >32.0 Hours

(4.6) -

(3.6) (9.5) (14.5) █ Weekly Hours < THECB Target (26.0)

█ Weekly Hours >= THECB Target

Overall Building Utilization

(Function of Room Fill and Hourly Usage)

55.7% █ █ █ █ █

75.0% █ █ █ █ █ █ █ 57.0% █ █ █ █ █ 70.3% █ █ █ █ █ █ █ 16.4% █ Utilization < 50% █ Overall 16.7% █ █ Overall Utilization 50% to 75% █ Overall Utilization > 75%

(Total Enrollment/ Total Capacity)

61.0% █ █ █ █ █ █

Average Hours Utilized Per Week 23.6

77.0% █ █ █ █ █ █ █

25.0

75.0% █ █ █ █ █ █ █

61.6% █ █ █ █ █ █ 58.9% █ █ █ █ █ 54.2% █ █ █ █ █

23.8 22.1 30.0 33.0

(1.2) (2.9) 5.0

58.6% █ █ █ █ █ 52.0% █ █ █ █ █ 65.0% █ █ █ █ █ █

8.0

62.7% █ █ █ █ █ █

Class Lab Fill

47.5% █ █ █ █

Difference from THECB Target <25.0 Hours ⸽ >25.0 Hours

(1.4)

Overall Building Utilization

(Function of Room Fill and Hourly Usage)

57.7% █ █ █ █ █

Figure 12. District-Wide Overall Classroom Utilization (top) and Class Lab Building Utilization (bottom) by Instructional Site, Fall 2019

Introduction | 41

East Texas Workforce Development Area Texas Workforce Commission

Labor Market Analysis In order to understand the forecasted growth of occupations in the State of Texas and alignment with the programs in which TJC currently offers a degree award or certificate, a labor market analysis was completed. Analysis focused on those occupations which required a bachelorlevel degree or less for entry. Additional parameters were defined by TJC and include a minimum annual average wage of $35,000 and a minimum of 15 openings per year. Data by occupation, as provided by the Texas Workforce Commission (TWC), was used to conduct the analysis.

£ ¤ 59

£ ¤ 69

635

£ ¤

271

175

259

£ ¤

¤ £ ¤£ 59

£ ¤

£ ¤ £ ¤ £ ¤

287

£ ¤

The TJC Service Area intersects with the East Texas Workforce Development Area (WDA), one of the 28 identified by the Texas Workforce Commission (TWC) and is indicated on the adjacent map.

259

£ ¤ 84

175

£ ¤

171

£ ¤ 69

£ ¤ 79

30 Miles

Source: ESRI and Facility Programming and Consulting

£ ¤

Main Campus Off-campus Instructional Sites

£ ¤ 96

£ ¤

East Texas WDA (8) Taxing District Service Area

Map 6. East Texas Workforce Development Area

42 | TJC Comprehensive Master Plan

171

Within the WDA, the top 20 occupations in each of the following categories were identified: • Highest Aggregate Job Change: Occupations projected to add the most jobs between 2018–2028 • Highest Annual Growth: Occupations anticipated to grow the fastest between 2018–2028 • Highest Annual Turnover: Occupations in which turnover and openings are anticipated to be the greatest between 2018–2028 • Highest Average Annual Wage: Occupations which paid the highest wage in 2020 The classification of instructional programs (CIP) code, developed by the U.S. Department of Education National Center for Education Statistics, for the certificate and degree programs that TJC offered between 2017 and 2021, as provided by TJC, was correlated with the TWC state occupation code (SOC) data to identify potential opportunities for expansion of existing programs or the creation of new programs to meet the anticipated regional labor market needs. Note: Of the resulting top 20 occupations, only those which have an instructional classification to occupation relationship were included in the analysis.

In addition, for comparison purposes, data on historic enrollment and award data, as reported to THECB, was also collected from six peer institutions - Amarillo College, Blinn College, Navarro College, Trinity Valley Community College, the University of Texas at Tyler and Weatherford College. The summary of findings from the analysis in each of the four categories are included on the pages which follow. Occupations which occurred in at least three of the four categories include: • 11-1021: General and Operations Managers • 41-4012: Sales Representatives, Wholesale and Manufacturing, Except Technical and Scientific Products • 47-2073: Operating Engineers and Other Construction Equipment Operators • 47-5013: Service Unit Operators, Oil, Gas, and Mining • 47-5071: Roustabouts, Oil and Gas Instructional programs supporting the occupations listed above are listed on the following page. An additional detailed listing of the SOC to CIP relationship for each of the top 20 occupations was provided to TJC under separate cover. This information may be used by TJC to compare program offerings with neighboring and peer institutions, identify potential gaps, develop future programs and/or consider expansion of existing programs.

Introduction | 43

Figure 13. SOC to CIP Relationship for Recurring Top 20 Occupations across Three Categories FALL ENROLLMENT3 4-5 YR AVERAGE (2017-21)

SOC

11-1021

CIP 01.8202 31.0301 31.0399 44.0401 52.0101 52.0201 52.0206 52.0212 52.0215 52.0701 52.0704 52.0801 52.0810 52.1101 52.1301

41-4012 01.0105 52.1801 52.1899 52.1902 52.1904 52.1909 47-5013 15.0901 47-2073 49.0202 49.0206 47-5071 99.9999

OCCUPATION

General and Operations Managers Veterinary Office Management/Administration Parks, Recreation, and Leisure Facilities Management, General. Parks, Recreation, and Leisure Facilities Management, Other. Public Administration. Business/Commerce, General. Business Administration and Management, General. Non-Profit/Public/Organizational Management. Retail Management. Risk Management. Entrepreneurship/Entrepreneurial Studies. Social Entrepreneurship. Finance, General. Financial Risk Management. International Business/Trade/Commerce. Management Science. Sales Representatives, Wholesale and Mfg., Except Technical and Scientific Products Agricultural/Farm Supplies Retailing and Wholesaling. Sales, Distribution, and Marketing Operations, General. General Merchandising, Sales, and Related Marketing Operations, Other. Fashion Merchandising. Apparel and Accessories Marketing Operations. Special Products Marketing Operations. Service Unit Operators, Oil, Gas, and Mining Mining Technology/Technician. Operating Engineers and Other Construction Equipment Operators Construction/Heavy Equipment/Earthmoving Equipment Operation. Mobile Crane Operator/Operation. Roustabouts, Oil and Gas No Match

ANNUAL OPENINGS 552

CAGR TTL CNG 1.6%

AAW

833 $ 92,740

4-5 YR AVERAGE

(2015-20)

(2017-21)

(2015-20)

TYLER1

PEERS2

TYLER1

PEERS2

1,398

5,743

165

951

6 2 157

3 312 539

3 15 89 1,294

502

2.4%

936 $ 63,778

12 2,944 2,400

315

290

2.4%

417 $ 46,412

268

2.3%

432 $ 42,709

231

2.5%

360 $ 40,181

Source: Tyler Junior College, THECB, Texas Workforce Development, 2018-28 Occupational Projections and Facility Programming and Consulting 1. Tyler: Tyler Junior College, Enrollment and Awards (2017-21) 2. Peers: Amarillo College, Blinn College, Navarro College, Trinity Valley Community College, University of Texas-Tyler, and Weatherford College - THECB Enrollment and Awards (2015-20) 3 Enrollment and Award 5-Year Average is a Sum of All CIPs (Classification of Instructional Programs) that have a Relationship with a Specific Occupation

44 | TJC Comprehensive Master Plan

AWARDS3

Introduction | 45

COLLABORATION & INPUT Several engagement methods were used during the planning process and the input received directly influenced the vision and recommendations of this Master Plan. The input gathered came from a combination of web-based outreach methods, a Master Plan Steering Committee (MPSC), stakeholder interviews, and separate faculty and staff surveys. Highlights of engagement results are illustrated in this section.

Web-Based Outreach A plan website provided information regarding the phases of the project, allowed people to access online surveys and included a platform for direct submission of feedback.

Master Plan Steering Committee The MPSC consisted of 19 members. The committee met with the consultant team multiple times to discuss existing conditions, conceptual plans and draft recommendations, and to provide guidance on the planning process.

Stakeholder Interviews Over the course of 27 interviews, the consultant team met with over 150 stakeholders from students, staff, leadership, student services, academic programs, alumni, and the local school districts and municipalities.

46 | TJC Comprehensive Master Plan

Figure 14. TJC Comprehensive Master Plan project website

Student Survey

Faculty Survey

A short online survey was used to collect feedback from the TJC student body. The survey included questions regarding on-campus facilities and amenities, parking, connectivity and walkability. The survey was completed by 133 students.

A short online survey was also used to collect feedback from TJC faculty and staff. The survey consisted of questions regarding specific faculty needs for each department as well as the campus overall. The survey was completed by 143 faculty and staff members.

Figure 15. Stakeholder Interview Summary of Highlights

Introduction | 47

Figure 16. Student Survey Summary of Highlights

48 | TJC Comprehensive Master Plan

Figure 17. Faculty & Staff Survey Summary of Highlights

Introduction | 49

Community Survey A third online survey was used to collect feedback from local community members. The survey included questions regarding on-campus facilities, amenities, access to campus, degree programs offered and TJC’s integration with the surrounding community. The survey was completed by 68 community members.

Figure 18. Community Survey Summary of Highlights

50 | TJC Comprehensive Master Plan

Interactive Mapping Exercise In addition to the online survey, participants also had an opportunity to utilize an interactive online map to identify issues, opportunities and ideas for the future. This mapping exercise allowed participants to share ideas for TJC Central and the learning sites with the consultant team by dropping markers onto a map. Students, staff and community members submitted 181 map comments at TJC Central, TJC West and TJC Rusk.

Figure 19. Interactive Mapping Exercise Feedback and Map Results Summary

Introduction | 51

52 | TJC Comprehensive Master Plan

TJC Central

TJC Central | 53

INTRODUCTION TJC Central is located towards the east side of Tyler, TX, approximately 2 1/2 miles from downtown. The campus is in a largely residential and commercial part of the city, four minutes west of the S. SE Loop 323. The campus is located four miles from TJC West, 16 miles south of TJC North, and 29 and 41 miles north of TJC Jacksonville and TJC Rusk, respectively. TJC Central is the primary hub for most TJC students, with over 8,400 on-campus or hybrid students enrolled during the Fall 2019 semester. TJC is one of the largest community colleges in Texas and TJC Central provides a strong college atmosphere for students and faculty. TJC Central is known for its consistent architectural style, beautiful mature trees, strong connection with the community, and extensive offering of educational programs and activities.

54 | TJC Comprehensive Master Plan

E. Fifth Street Frontage

W.C. Windsor Plaza

Ramey Tower

Gatewood Garden

TJC Central | 55

DEMOGRAPHICS & ENROLLMENT

Student Residence Density

U V

Tyler Junior College: Main Campus, Fall 2019

Demographic Analysis Note: Full-size versions of the maps in this section are included in the Appendix for reference.

Royse City

Student residency density for the Fall 2019 is plotted on the adjacent map. Each green dot represents the location of a student address. In instances where students have the same address, one dot is placed on top of the other, therefore giving a distorted perspective of student resident density. Regardless, one can begin to visualize clusters of student residences by geocoding all of the student addresses that were associated with the campus. Note that the geocoded residences represent the address provided to the TJC Office of Registrar at the time of enrollment; it neither indicates a student’s current address nor implies that the student is commuting from that address to the campus.

56 | TJC Comprehensive Master Plan

U V¤ 69

276

U V

Rowlett

Forney

Approximately two-thirds (61.8%) of the Fall 2019 TJC Central on-campus/hybrid students originated from within the TJC Service Area. Of those students outside the Service Area, the largest percent came from the service areas of neighboring Kilgore College (8.3%), followed by Trinity Valley Community College (7.8%) and the Dallas County Community College District (2.7%). While a large number of students outside the Service Area choose to attend TJC Central, the majority of those enrolled originate from within the Service Area.

Rockwall

Terrell

Wills Point

Crandall Kaufman

U V

U V 19

£ ¤

182

Grand Saline

Tool

U V

V £ ¤ U 175

£ ¤

287

155

Overton

U V

110

Jacksonville

20 Miles

Source: ESRI and Facility Programming and Consulting

£ ¤

Carthage

Henderson

U V 315

£ ¤ 84

£ ¤

U V 204

£ ¤ £ ¤ 259

Center

U V £ ¤ 7

U V Main Campus Off-Campus Instructional Sites

£ ¤

Waskom

149

Palestine

169

£ ¤

U V U V U V 322

U V

Marshall

TJC RUSK Fairfield

449

£ ¤ V U£ ¤ 69

Rusk

U V

V £ ¤ U

U V TJC JACKSONVILLE

U V

Bullard

Jefferson

259

MAIN CAMPUS

Whitehouse

Athens

Corsicana 81

U V

Chandler

Malakoff

300

White Oak Gladewater Longview TJC NORTH Hallsville Liberty City Hideaway 20 Lake Kilgore Cherokee 31 Tyler

TJC WEST

Gilmer

155

U V

U V U V£ ¤ U V 154

69 Lindale

U V

198

Mabank Gun Barrel City

155

271

¤ £ ¤ £

Van

U V U V

£ ¤

Quitman

Mineola

110

U V

175

Ennis

U V U V

Canton

243

Winnsboro

Emory

Seagoville

Pittsburg

Nacogdoches Mile Radii Student Residence Service Area

15 Miles 30 Miles 45 Miles

Map 7. TJC Central Student Residency Density: Unduplicated Headcount, Fall 2019

Student Residence Density by ZIP Code

U V

Tyler Junior College: Main Campus, Fall 2019 Royse City

U V¤ 69

Rockwall

276

U V

Rowlett

Forney

Terrell

Wills Point

Crandall Kaufman

U V

U V 19

£ ¤

182

Mabank Gun Barrel City Tool

Athens

U V

V £ ¤ U 175

Corsicana 81

U V 31

Chandler

£ ¤

287

155

Whitehouse

U V

Bullard

110

20 Miles

Source: ESRI and Facility Programming and Consulting

£ ¤

Carthage

Henderson

U V 315

£ ¤ 84

£ ¤

U V 204

£ ¤ £ ¤ 259

Center

U V £ ¤ 7

U V Main Campus Off-Campus Instructional Sites

£ ¤

Waskom

Palestine

169

£ ¤

149

TJC RUSK Fairfield

322

U V

Marshall

U V U V U V

£ ¤ V U£ ¤ 69

449

Jacksonville

Overton

Rusk

U V 0

U V

MAIN CAMPUS

U V TJC JACKSONVILLE

V £ ¤ U

259

White Oak Gladewater Longview TJC NORTH Hallsville Liberty City Hideaway 20 Lake Kilgore Cherokee 31 Tyler

TJC WEST

U V

Malakoff

300

U V Jefferson

Gilmer

155

Student Residency by ZIP Code

U V U V£ ¤ U V 154

69 Lindale

U V

198

155

271

¤ £ ¤ £

Van

U V U V

£ ¤

Quitman

Mineola

110

U V

175

Ennis

U V Grand Saline

U V

Canton

243

Winnsboro

Emory

Seagoville

Pittsburg

Mile Radius 15 Miles 30 Miles 45 Miles

Nacogdoches Students by ZIP Code ≤0 ≤25 ≤50

≤100 ≤300 ≤806

Map 8. TJC Central Student Residency by ZIP Code: Unduplicated Headcount, Fall 2019

Residency may also be illustrated using the physical home address of a student at TJC Central, rolled up by ZIP Code. Those areas with the darker shading, on the adjacent map, indicate a higher density. Figure 20. Top Five ZIP Codes of TJC Central Student Residency, Fall 2019

ZIP Code (Post Office)

Count (% of Total)

Cumulative Percent

75703 (Tyler)

806 (10.0%)

10.0%

75701 (Tyler)

768 (9.6%)

19.6%

75702 (Lindale)

568 (7.1%)

26.7%

75771 (Tyler)

296 (3.7%)

30.4%

75707 (Tyler)

269 (3.3%)

33.7%

Source: TJC Office of Registrar, ESRI and Facility Programming and Consulting

ZIP Codes with the greatest density of students are primarily located in Tyler; to the north in Lindale and Minneola; and to the south in the vicinity of Whitehouse, Bullard and Jacksonville. Similar to the dot map presented earlier, mapping student residence by ZIP Codes may lead to visual distortions due to the non-uniform size of ZIP Code areas. Of the top five ZIP Codes of origin, noted in the table above, the majority of the students listed their residence in Tyler.

TJC Central | 57

Mile Radii Distances and Typical Drive-Times to Main Campus

U V

Tyler Junior College: Main Campus and Neighboring Off-Campus Instructional Sites

Student Drive Time and Distance While on-campus student housing is provided, the majority of students attending this location reside off campus. The adjacent map illustrates the location of TJC Central and the approximate time one may typically experience when traveling from areas within 15, 30 and 45 miles of campus. In the Fall 2019, just over 8,100 students were enrolled in on-campus or hybrid/blended courses at TJC Central. Of these, approximately two-thirds (63.7%) declared their residence within a 30-mile radius and a 45-minute drive to the campus. Nearly 15 percent of students listed their residence within a 15-mile radius of the campus. Figure 21. Typical Distance and Average Drive Time of Student from Residence to TJC Central, Fall 2019

Distance (Miles)

% of Total

Royse City

48.7%

≤ 30

53.2%

≤ 30

14.8%

≤ 45

13.9%

≤ 45

12.2%

≤ 60

9.2%

> 45

24.0%

> 60

23.5%

Note: 18 records had incomplete information and could not be mapped; Source: TJC Office of Registrar, ESRI and Facility Programming and Consulting

58 | TJC Comprehensive Master Plan

U V¤ 69

276

U V

Rowlett

Forney

Terrell

Wills Point

Seagoville Crandall Kaufman

U V

U V 19

£ ¤

182

Grand Saline

Tool

U V Athens

U V

V £ ¤ U 175

Corsicana 81

U V 31

Chandler

Malakoff

£ ¤

287

U V

155

U V

110

20 Miles

Source: ESRI and Facility Programming and Consulting

£ ¤ 79

149

U V 315

£ ¤ 84

U V 204

£ ¤ £ ¤ 259

Center

Palestine

U V £ ¤ 7

U V

£ ¤

Off-Campus Instructional Sites

Waskom

Carthage

Henderson

£ ¤

Main Campus

169

£ ¤

U V U V U V 322

U V

Marshall

TJC RUSK Fairfield

449

£ ¤ V U£ ¤

Jacksonville

V £ ¤ U

U V TJC JACKSONVILLE 19

Overton

Whitehouse Bullard

Jefferson

259

MAIN CAMPUS

Rusk

U V 0

300

White Oak Gladewater Longview TJC NORTH Hallsville Liberty City Hideaway 20 Lake Kilgore Cherokee 31 Tyler

TJC WEST

Gilmer

155

U V

U V U V£ ¤ U V 154

69 Lindale

U V

198

Mabank Gun Barrel City

155

271

¤ £ ¤ £

Van

U V U V

£ ¤

Quitman

Mineola

110

U V

175

Ennis

U V U V

Canton

243

Winnsboro

Emory

Drive Time % of (Minutes) Total

≤ 15

Rockwall

U V 11

Pittsburg

Nacogdoches Mile Radius Drive-Times 15 Miles 30 Miles 45 Miles

30 Min. 45 Min. 60 Min.

Map 9. Mile Radii Distances and Typical Drive Times to TJC Central

Catchment Area

U V

Tyler Junior College: Main Campus, Fall 2019 Royse City

U V¤ 69

Rockwall

276

U V

Rowlett

Forney

Terrell

Wills Point

Crandall Kaufman

U V

U V 19

£ ¤

182

Tool

Athens

U V

V £ ¤ U 175

Corsicana 81

U V 31

Chandler

£ ¤

287

155

U V

Bullard

110

£ ¤

20 Miles

Carthage

Henderson

U V 315

£ ¤ 84

£ ¤

U V 204

£ ¤ £ ¤ 259

Source: ESRI and Facility Programming and Consulting

Center

U V £ ¤ 7

U V Main Campus Catchment Area

£ ¤

Waskom

Palestine

169

£ ¤

149

TJC RUSK Fairfield

322

U V

Marshall

U V U V U V

£ ¤ V U£ ¤ 69

449

Jacksonville

Overton

Whitehouse

U V TJC JACKSONVILLE

U V

MAIN CAMPUS

Rusk

U V

V £ ¤ U

259

White Oak Gladewater Longview TJC NORTH Hallsville Liberty City Hideaway 20 Lake Kilgore Cherokee 31 Tyler

TJC WEST

U V

Malakoff

300

U V Jefferson

Gilmer

155

TJC Central Catchment Area

U V U V£ ¤ U V 154

69 Lindale

U V

198

Mabank Gun Barrel City

155

271

¤ £ ¤ £

Van

U V U V

£ ¤

Quitman

Mineola

110

U V

175

Ennis

U V Grand Saline

U V

Canton

243

Winnsboro

Emory

Seagoville

Pittsburg

Mile Radius 15 Miles 30 Miles 45 Miles

Nacogdoches Students by ZIP Code ≤0 ≤25 ≤50

≤100 ≤300 ≤806

Map 10. TJC Central Catchment Area, Fall 2019

The adjacent map identifies the top ZIP Codes from which a cumulative 65 percent of all students who attended TJC Central in the Fall 2019 semester resided. Combined, these ZIP Codes identify the TJC Central catchment area (i.e., the region/geographic area from which the campus draws the majority of its students). This catchment area (as outlined in red) is made up of 25 ZIP Codes. Defining a catchment area allows for additional analysis when examining an existing campus’s market area and the potential student and community population. The capture rate is calculated as the percent of the total available 2019 population, age 18 to 64, from the identified ZIP Codes which were enrolled at TJC Central in the Fall 2019 semester. The capture rates range from 0.4 percent to 3.7 percent across the various ZIP Codes within the catchment area, with an average of 2.2 percent. Reference Appendix for student counts and percents by ZIP Code.

TJC Central | 59

Market Summary

is expected to grow at an annual rate of 0.6 percent from 2021 to 2031, approximately equal to the growth anticipated, for the same age group, in both the TJC Service Area and Taxing District.

By the year 2031, the total population within the TJC Central catchment area is projected to approach 445,100. Of this population, approximately 56.2 percent will be Summary in the age Market group 18 to 64, the predominant community Within the study area, two-thirds of the 2021  TJC: Main Campus Catchment Area, 2019F college target market. This age 18-to-64 cohort population (60.1%) age 25 and older has

graduated high school and/or received some college education or advanced degree. This percent approximates that of both the TJC Service Area and the Taxing District. Although the large majority of the population associates as “white,” the Diversity |Index Page 1 of 2 SOURCE: ESRI  indicates that there is variation in the overall

Total Population

Age Groups 18-64 58.2% ≤14 15-17

19.1%

3.6%

≥65

362,200

2021

406,600

2031

445,100 10-Yr Projected CAGR

22.6%

0.9%

250,000

2031

35.5%

10-Yr Projected CAGR

12.4%

14.0%

236,500

2021

Diversity 62.6 Index White

1.4%

215,600

2010

19.2%

Race/ Ethnicity

Population Age 18-64

18-34 35-64

2010

0.6%

Black Asian

19.1%

Other

72.2%

Hispanic

Educational Attainment No High School 13.5% High School Degree or Equivalent 26.4%

Households

Some College, No Degree 25.1%

153,300 Total

$185,000

Associates Degree

35.0%

Home Value

9.6%

Bachelor's Degree 17.1% Graduate Degree

8.3%

Figure 22. Market Summary of TJC Central Catchment Area, Fall 2019: Population Statistics

60 | TJC Comprehensive Master Plan

Income

$57,700

Median HH Income

$29,100

Per Capita Income /

Source: ESRI

race and ethnic composition of the study area catchment area is of Hispanic origin (persons of (the more equal the representation between Hispanic origin may be of any race). race and ethnicity, the higher the index value An estimated 15,730 businesses are located would be, with 100 indicating “complete within the TJC Central catchment area and diversity”). As illustrated in the figure on the employ approximately 177,950 workers. In Market Summary previous page, nearly one-fifth (19.1%) of the terms of employment, the Health Care & Social population within the Fall 2019 TJC Central 2021 Area, 2019F  TJC: Main Campus Catchment Assistance sector was the largest in the study 

area with approximately 37,440 workers. This sector also accounted for an estimated 1,450 businesses. See Appendix for additional details and analysis included in the full market summary. | Page 2 of 2

SOURCE: ESRI

Businesses and Employment Sector Sector

Businesses Employment

Health Care Retail Accommodation Education

An estimated 15,730 businesses are located within the Market Area and they employed approximately

177,950 workers.

Construction Other Serivces Manufacturing Professional Government Wholesale Finance

In terms of employment, the

Health Care & Social Assistance sector was the

largest in the *Market Area with approximately 37,440 workers. This sector accounted for an estimated

1450 businesses.

Real Estate Administrative Information Transportation Entertainment Mining Unclassified Agriculture Utilities Headquarters

PCT %

9.2% 16.5% 7.0% 2.3% 7.5% 13.3% 3.1% 7.8% 2.7% 3.2% 6.5% 4.9% 3.2% 1.7% 1.8% 1.7% 0.7% 5.7% 0.7% 0.3% 0.2%

Businesses Businesses

1,450 2,590 1,100 360 1,180 2,090 490 1,230 430 500 1,030 770 500 270 280 260 110 900 110 50 40

Employment



37,440 27,420 18,150 15,260 10,720 10,270 10,230 8,680 8,500 6,440 6,250 3,450 3,420 3,060 3,020 2,200 1,010 810 740 560 320

PCT

Occupations

21.0% 15.4% 10.2% 8.6% 6.0% 5.8% 5.7% 4.9% 4.8% 3.6% 3.5% 1.9% 1.9% 1.7% 1.7% 1.2% 0.6% 0.5% 0.4% 0.3% 0.2%

15.6% 26.7%

White Collar Blue Collar

57.7%

Services

Management

14.4%

Professional

22.2%

Sales

10.7%

Admin

10.4%

Farming Construction

0.7% 7.1% 3.3%

Maintenance Production

6.3%

Transportation

9.4%

* Market Area: Is the same as the region referenced in the YELLOW bar highlighted at the top of the page

Figure 23. Market Summary of TJC Central Catchment Area, Fall 2019: Business and Employment Statistics

Source: ESRI

TJC Central | 61

10-Year Population Growth Analysis was conducted on the projected population growth between years 2021 and 2031, of the age 18-to-64 cohort, in order to understand the potential impact and opportunities for TJC Central. The map on the following page illustrates the projected compound annual growth rate (CAGR) in the age 18-to-64 cohort, by ZIP Code, through 2031. Those ZIP Codes with the greatest forecasted annual growth are indicated on the map in the darker blue shades. Some ZIP Codes also cover larger areas and are larger in size, relative to others, resulting in visual distortion. The adjacent tables identify: • Top five student residence ZIP Codes associated with TJC Central, in the Fall 2019 semester, which are projected to have the greatest CAGR over the next 10 years • Projected CAGR of those ZIP Codes from which the campus had the highest enrollment Of the top five ZIP Codes from which students originated in Fall 2019, Lindale has the highest CAGR, while Tyler (75703) has the largest projected increase in number of potential community college students, age 18 to 64. Overall, the greatest CAGR (greater than 2.0%) is projected to the west, outside the service area, near the Dallas-Fort Worth metroplex and the City of Corsicana. Around TJC Central,

62 | TJC Comprehensive Master Plan

the greatest population increase is visible in Tyler and areas to the north, along US Route 69 and IH-20, towards Lindale. Growth in the

areas of Whitehouse and Bullard, to the south, are projected to change up to 1.0 percent per annum, over the next 10 years.

Figure 24. Top Five Fall 2019 TJC Central Student Residence ZIP Codes Ranked by Projected CAGR (2021-2031) of the Population Age 18-to-64 Cohort

ZIP Code (Post Office)

Population Age 18-64 Fall 2019 Capture Rate Year 2021 Year 2031

Projected Delta CAGR (2021-2031) (2021-2031)

75114 (Crandall)

0.2%

4,100

7,000

2,900

5.5%

75078 (Prosper)

0.005%

23,300

37,400

14,100

4.8%

75009 (Celina)

0.03%

13,500

21,700

8,200

4.8%

76227 (Aubrey)

0.02%

34,000

54,200

20,200

4.8%

76177 (Ft. Worth)

0.007%

15,900

25,200

9,300

4.7%

Figure 25. Projected CAGR (2021-2031) of the Population Age 18-to-64 Cohort of the Top Five Fall 2019 TJC Central Student Residence ZIP Codes Ranked by Enrollment

ZIP Code (Post Office)

Fall 2019 Capture Rate Year 2021

Year 2031

Projected Delta CAGR (2021-2031) (2021-2031)

75703 (Tyler)

3.2%

26,000

28,300

2,300

0.8%

75701 (Tyler)

3.3%

23,300

24,500

1,200

0.5%

75702 (Tyler)

3.4%

17,000

17,800

800

0.5%

75771 (Lindale)

2.3%

13,400

15,400

2,000

1.4%

75707 (Tyler)

3.1%

8,900

9,700

800

0.9%

Population Age 18-64

For both tables above, population values have been rounded to nearest hundred; Source: TJC Office of Registrar, ESRI and Facility Programming and Consulting

Population Growth Age 18-64 by ZIP Code, CAGR 2021-31

U V

Tyler Junior College: Main Campus and Neighboring Off-Campus Instructional Sites Royse City

£ U V¤ 69

Rockwall

276

U V

Rowlett

Forney

Terrell

Wills Point

Crandall Kaufman

U V

U V 19

£ ¤

182

Grand Saline

V £ ¤ U 175

£ ¤

287

U V 31

Overton

U V

Bullard

155

110

U V

Fairfield

£ ¤

20 Miles

Source: ESRI and Facility Programming and Consulting

U V 84

£ ¤ £ ¤ 259

204

Center

Palestine

U V £ ¤ 7

U V

£ ¤

Mile Radius

149

£ ¤ U V

TJC RUSK

315

£ ¤

Rusk

Main Campus Off-Campus Instructional Sites

15 Miles 30 Miles 45 Miles

Waskom

£ ¤

Jacksonville

169

Carthage

Henderson

£ ¤ V U£ ¤

U V TJC JACKSONVILLE 19

U V U V U V 322

U V

Marshall

Lake Cherokee

Kilgore

MAIN CAMPUS

449

White Oak Longview Hallsville Liberty City

Whitehouse

Athens

U V

Chandler

Corsicana 81 31

Tyler

V £ ¤ U

Gladewater

TJC WEST

U V

Malakoff

Hideaway

Jefferson

259

155

TJC NORTH

Gilmer

300

U V

U V U¤ V £ U V 154

Mabank Gun Barrel City Tool

Quitman

¤ £ ¤ £ U V

198

155

271

69 Lindale

Van

U V U V

£ ¤

Mineola

110

U V

175

Ennis

U V U V

Canton

243

Winnsboro

Emory

Seagoville

Pittsburg

Nacogdoches Population Growth Age 18-64 ≤0.0% ≤0.5% ≤1.0%

≤1.5% ≤2.0% >2.0%

Map 11. TJC Central Area Population Age 18-64 by ZIP Code, CAGR 2021-2031

TJC Central | 63

Enrollment Projections Between Fall 2014 and Fall 2019, total enrollment at TJC Central remained relatively constant, averaging approximately 0.1 percent decrease per annum, from approximately 8,450 students to 8,410. The top five declared majors or programs of study in the Fall 2019, comprising approximately 42.4 percent of the total, were: • General Studies • Business • Pre-Nursing • Pre-Dental Hygiene • Biology Of the students included in this analysis, approximately 63.8 percent were enrolled at TJC Central in on-campus, face-to-face courses only; the remainder were hybrid students enrolled in at least one on-campus and one exclusively online course simultaneously. For purposes of this study, if a student’s on-campus course also had an online component, they are considered an on-campus student.

To forecast future enrollment, multiple growth scenarios were developed to project how the headcount may change over the next 10 years at TJC Central; each is depicted on the adjacent chart and described below: • Trend Line: Continued growth at historic enrollment (2014-2019) • 2019 Capture Rate: Ratio of Fall 2019 enrollment to the population age 18 to 64 within the TJC Service Area; the ratio is then multiplied against the projected growth of the specified 18-to-64 population for the next 10 years • Catchment Area: Percent projected change in growth (2021-2031) of the top 65 percent ZIP Codes of total fall semester enrollment; the percent is then multiplied against the Fall 2019 enrollment and carried forward • 12th Grade High School Graduation Growth: Percent historic change in growth (2014-2019) of the senior class graduation rate at all high schools in the TJC Service Area offering grades nine through 12 and with 25 or more graduates in 2019; the percent is then multiplied against the TJC Fall 2019 enrollment and carried forward • Average All Scenarios: Average of enrollment projected by year across all scenarios above

64 | TJC Comprehensive Master Plan

In each of these projections, the enrollment excludes dual credit students receiving instruction at another location and online-only growth. In addition, it only considers students who are attending solely on-campus classes or at least one class on campus in combination with one exclusively online course offering (hybrid). In general, when utilizing the average of all projection scenarios, enrollment at TJC Central is projected to grow by approximately 12.5 percent with an increase in enrollment from 8,410 students in the Fall 2019 semester to approximately 9,500 students by the Fall 2031 (approximately 1.0% growth per annum).

Total Unduplicated Fall Enrollment Projections Tyler Junior College: Main Campus (On Campus/ Hybrid Only)

Source: Tyler Junior College and Facility Programming and Consulting

12,000

11,575

Historic Enrollment

11,000 10,000 9,000

9,458 9,116 8,990

8,410

8,452

8,152

8,000 7,000 6,000 5,000 4,000

Average of All Scenarios

3,000

Projected Growth (2019-31) ■ Enrollment Increase: 1,048 ■ Total Percent Change: 12.5% ■ Annual Growth (CAGR): 1.0%

2,000 1,000 -

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2031

Based on 2014-2019 Trend Line

Based on 2014-19 Trend Line

2019 Capture Rate Held Constant at 4.3%

2019 Capture Rate (2019 Enrollment/ 2019 College Service Area Population Age 18-64) Held Constant at 4.3%

Catchment Area Population Age 18-64 CAGR 2021-2031 Held Constant at 0.6%

Catchment Area Population Age 18-64, CAGR 2021-31 Held Constant at 0.6%

12th Grade High School Graduation CAGR 2014-2019 Held Constant at 2.7%

12th Grade Grad Growth in Service Area (Institutions offering Grades 9-12 and Grads ≥25 in 2019), CAGR 2014-19 Held Constant at 2.7%

Average of AllofScenarios Average all Enrollment Projection Scenarios

Figure 26. TJC Central Enrollment Projections (On-Campus/Hybrid Headcount) (2019 - 2031)

TJC Central | 65

Space Demand The space projection model which follows assumes that TJC Central will target a total enrollment of approximately 9,500 students on campus by the year 2031. This headcount includes those students enrolled in either 100 percent on-campus courses or those hybrid students who are engaged in at least one oncampus and one online course, concurrently. For planning purposes, the following assumptions were utilized to forecast the projected space needed at TJC Central. Figure 27. Space Need Planning Assumptions

Projected Value (2031) Student Headcount

9,500

Full-Time Student Equivalent

7,300

FTSE: Student Headcount

77.2%

FTE Faculty (1 per 20.1 FTSE)

360

FTE Staff (0.9 per FTE Faculty)

330

Building Efficiency

65%

Note: Values have been rounded Source: TJC Office of Registrar and Facility Programming and Consulting

66 | TJC Comprehensive Master Plan

The table below identifies the predicted overall building area which will be required to support the projected 2031 enrollment. Figure 28. Projected 10-Year Space Need at TJC Central

Type of Space

Projected E&G NASF Need

Instruction

417,500

Office

87,400

Library

17,300

Support

47,000

Total E&G Need

569,200

Projected GSF Need

875,700

Auxiliary Services

43,800

Total Need

919,500

Note: Library includes estimated 10,000 NASF of existing Vaughn Library for physical stack collection; total GSF calculated at 65% efficiency. Square foot values have been rounded to nearest hundred. Source: THECB and Facility Programming and Consulting

According to building inventory data provided by TJC, the existing TJC Central totaled approximately 806,900 GSF, excluding residence halls. As of the Fall 2031, TJC Central is predicted to require 875,700 GSF of building to support the projected enrollment. When this is compared to the current inventory, this translates into an additional 68,800 GSF to support the projected increase in enrollment. Approximately 43,800 GSF is recommended for auxiliary services, such as dining and recreation, to provide students with the enhanced college experience. In addition, this auxiliary space may include additional housing to support enrollment growth and programs for which housing is provided, such as in athletics and the Apache Belles. In the short-term, enrollment growth in academic space can be accommodated by increased scheduling and utilization of existing classrooms and teaching labs. However, instructional space is not the only requirement to support enrollment growth. Additional area will be required in office (administrative and faculty), library/study space and general campus support.

TJC Central | 67

EXISTING CONDITIONS & ANALYSIS Landholdings TJC Central includes approximately 137 acres. It is generally bound by E. Devine Street to the north, S. Porter Avenue to the east, E. Fifth Street to the south and S. Fleishel Avenue to the west. Of the 137 acres, the area referred to as the Eastern Frontier or Apache Woodlands is approximately 31 acres in size with the majority of it remaining unprogrammed. Over the years, TJC has proactively acquired nearby residential lots in an effort to ultimately expand the campus and/or provide a greater buffer around campus uses. These parcels are currently either vacant or undeveloped. As additional parcels around the campus become available, TJC may consider further acquisitions to allow for expansion of TJC Central facilities and amenities.

Athletic Facilities at TJC Central

Eastern Frontier

68 | TJC Comprehensive Master Plan

Jenkins Lawn

TJC-Owned Parcels

Map 12. TJC Central - Land Holdings

Scale: N.T.S.

TJC Central | 69

Existing Layout TJC Central is located along E. Fifth Street, with multiple public streets crossing through the campus. Most of the academic and administrative buildings are located in the center of campus, where the pedestrian network is extensive. Student residences, athletic facilities and parking lots are located primarily along the campus perimeter, where the pedestrian network is reduced. Most of the buildings on campus share a similar aesthetic of red brick facades. Enhanced landscape areas are concentrated in the center of campus and are predominantly turf, planting beds and well-established trees. A large open lawn faces E. Fifth Street, with mature trees framing Jenkins Hall.

Pat Hartley Field

Green Space between Jenkins Hall and Vaughn Library

70 | TJC Comprehensive Master Plan

Robert M. Rogers Nursing & Health Sciences Center

Robert M. Rogers Nursing & Health Sciences Center (RNHS)

Welcome Center

3 4

Promise Office Dual Credit/Early College Office (DCB)

Residential Life & Housing (RLH)

Bateman Hall

Campus Services (PRCH)

Crossroads Hall

Research & Marketing Services (RMS)

Sledge Hall

Claridge Hall

Campus Police Annex

Campus Police

Hudnall Hall

Baldwin Facilities & Construction (BMB)

Wesley House

Rogers Student Center (RSC)

Tyler Museum of Art

Wagstaff Gymnasium (WG)

Ornelas Health & Physical Education Center (OHPE)

Holley Hall

Vaughn Hall

White Administrative Services Center (WASC)

Apache Belle Studio

Vaughn Library (LRC)

Band Hall

Vaughn Conservatory (VC)

Genecov Science Buildings (G, G2, GB)

The Earth and Space Science Center

Pirtle Technology (T)

Potter Hall (P)

Jenkins Hall (J)

Louise Brookshire Community Tennis Complex

Wise Cultural Arts (WCA)

JoAnn Medlock Murphy Tennis Center (JMTC)

Rogers Palmer Performing Arts Center

Map 13. TJC Central - Existing Layout

Louise H. & Joseph Z. Ornelas Residential Complex

Satellite Physical Plant

Athletic Strength & Conditioning Facility

Athletic Field House (FH)

Pat Hartley Complex & Concession Stand

Pat Hartley Field

Eastern Frontier

Scale: N.T.S.

TJC Central | 71

Campus & Surrounding Land Uses TJC Central is surrounded by several different land uses. Land uses west of the campus are primarily commercial with a small area of residential development. The UT Health Tyler Hospital is located approximately 1/2 mile from the campus and many of the nearby commercial uses are focused on medical services. The areas north and east of the campus are primarily residential neighborhoods. A variety of commercial properties are situated south of the campus along E. Fifth Street.

Commercial Uses along E. Fifth Street

E. Fifth Street Land Uses

72 | TJC Comprehensive Master Plan

Construction along S. Fleishel Avenue

Academic Civic Commercial Residential Vacant

Map 14. TJC Central - Land Uses

Scale: N.T.S.

TJC Central | 73

Building Functionality Academic, administrative, university services and housing make up the majority of the building functionality at TJC Central. Many of the buildings in the center of campus provide multiple purposes including the Vaughn Library, Potter Hall, White Administrative Services Center and Jenkins Hall. Some buildings including the Earth and Space Science Center, Roger Palmer Performing Arts Center, and the Tyler Art Museum also serve the general public. Student housing is mostly concentrated on the west portion of campus along S. Baxter Avenue, with only the Ornelas Residential Complex being located on th east side of campus. Athletic facilities are located mostly on the east portion of campus along Palmer Avenue.

White Administrative Services Center

Crossroads Hall

74 | TJC Comprehensive Master Plan

Roger Palmer Performing Arts Center

Academic Administrative Athletics Housing University Services Research General Public Support

Map 15. TJC Central - Building Functionality

Scale: N.T.S.

TJC Central | 75

Vehicular Access & Circulation E. Fifth Street provides primary vehicular access to the south side TJC Central and E. Devine Street provides access along the north side. S. Fleishel Avenue, S. Magnolia Drive, S. Baxter Avenue and S. Palmer Avenue all extend through the campus and provide connections between the north and south extents of campus. While these roads provide connections between areas north and south of campus, they also create potential pedestrian-vehicular conflicts at pedestrian crossing locations. E. Lake Street and S. Mahon Avenue create a particularly challenging pedestrian crossing environment where they traverse campus near Pirtle Technology.

S. Baxter Avenue

E. Fifth Street

76 | TJC Comprehensive Master Plan

S. Palmer Avenue

Primary Vehicular Circulation Secondary Vehicular Circulation Tertiary Vehicular Circulation Vehicular Access

Map 16. TJC Central - Access & Circulation

Scale: N.T.S.

TJC Central | 77

Pedestrian Access & Circulation Pedestrian circulation at TJC Central is comprised of primary, secondary and tertiary circulation routes. An axial network of primary circulation routes exists in the center of campus. This concentration allows for greater mobility and accessibility to buildings with academic, administrative and student service uses. Outside the academic and administrative core, secondary circulation routes provide connection to the furthest extents of campus. Secondary routes can be found along roads that provide vehicular access through campus including S. Baxter Avenue, E. Lake Street and S. Palmer Avenue.

Pedestrian Crossing on Baxter Ave.

Tertiary circulation routes generally run along the perimeter roads of campus including E. Fifth Street, S. Fleishel Avenue and E. Devine Street. A variety of improvements in pedestrian comfort and safety could be made throughout campus. This could include changes such as increased safety at key pedestrian crossings (e.g., along E. Lake Street) and additional shade (e.g., along the path towards the Rogers Nursing and Health Sciences building).

Pedestrian Paths near Jenkins Hall

78 | TJC Comprehensive Master Plan

Tree-lined Pedestrian Path

Primary Pedestrian Connection Secondary Pedestrian Connection Tertiary Pedestrian Circulation Gathering Spaces

Map 17. TJC Central - Access & Circulation

Scale: N.T.S.

TJC Central | 79

Parking

STUDENT PARKING

There are approximately 3,000 parking spaces at TJC Central. Smaller lots generally surround the academic and administrative core, while the larger lots are located along the campus perimeter. The largest parking lots are found along S. Mahon Avenue and Palmer Avenue. On average, a 1/4-mile walk is comfortable for most people. The dashed circles on Map 18 illustrate a 1/4-mile radius from the center to the edge. Although the abundance of parking offers convenient access throughout the majority of campus, some far-reaching areas, such as the Rogers Nursing and Health Sciences building, have limited parking available nearby. FACULTY PARKING

LOT #

TOTAL SPACES

White Admin Driveway

White Admin Parking Lot

Rogers S.C. Faculty Lot

Genecov Faculty West Lot

102

Genecov Faculty East Lot

Pirtle Tech Faculty Lot

Wise Fine Arts Faculty Lot

HPE Faculty Lot

Wise Cultural Arts Drive

Residential Life Faculty Lot

F10

Apache Woodlands

F11

Data Comms (White Adm)

F12

Tyler Museum of Art

F13

F14

FACULTY TOTAL=

602

Rogers Nursing Health Center

80 | TJC Comprehensive Master Plan

LOT #

TOTAL SPACES

Bateman Hall Lot

R-1

Magnolia Lot

S/R-2

119

Claridge Hall/Magnolia Lot

S/R-3

Rodgers Student Center Lot

141

West Hall Lot

S/R-5

Baldwin Maintenance Center

S/R-6

116

Hudnall Hall North

S/R-6

Hudnall Hall South Drive

S/R-6

Lewis Hall Lot

S/R-7

147

Mahon West Lot

299

Mahon East Lot

111

Devine & Palmer Lot

S10

124

Tennis Complex Lot

S11

128

Pirtle Tech Student Lot

S12

Palmer & Tennis Court Dr. Lot

S/R-13

313

HPE Student Lot

S14

341

Pat Hartley Field Lot

S15

Magnolia & Fifth Lot

S/R-16

Residential Life

S17

North Residence Hall Lot

S18

South Residence Hall Lot

R-19

Residence Hall Lot

S20

HPE Driveway

S21

Magnolia Lot

S/R-22

S23

184

STUDENT TOTAL=

2399

RNHS Lot

Student Parking Lot at E. Lake Street and S. Mahon Avenue

Student Parking at Pirtle Technology

Student/ Resident Parking Faculty/Staff Parking 1/4-Mile/5-Minute Walk Radius

Map 18. TJC Central - Parking

Scale: N.T.S.

TJC Central | 81

Landscape & Open Space The landscape at TJC Central is generally wellmaintained and is characterized by large turf areas with stands of mature trees. The smaller courtyards and plazas incorporate shrubs and groundcover to soften the existing hardscape and architecture. Ample open space and mature trees are provided in the academic and administrative core and contribute to overall sense of place. The Jenkins lawn is a significant open space area located between E. Fifth Street and Jenkins Hall. While this area is minimally used on a daily basis, the combination of expansive lawn and mature trees creates a regal view corridor to Jenkins Hall.

TJC Central Landscaping

Two creeks run through TJC Central — one at the rear of the Rogers Nursing and Health Sciences building and the other extends from near the Eastern Frontier, between the Ornelas Residential Complex buildings and ultimately under the football field. While these areas could provide a unique atmosphere for students to enjoy, they are currently minimally maintained and experiencing significant streambank erosion in some areas.

Steambank near Ornelas Residential Complex

82 | TJC Comprehensive Master Plan

Jenkins Lawn

Turf Wooded Area Tree

Map 19. TJC Central - Landscape & Open Space

Scale: N.T.S.

TJC Central | 83

Wayfinding & Signage Minimal wayfinding signs are found throughout TJC Central. Two pedestrian-oriented signs are located along one of the key paths in the core of campus and vehicular wayfinding signage is located at campus edges along E. Fifth Street. Temporary directional signage is placed along pathways at the beginning of the school year. Additional permanent wayfinding signage for both pedestrians and vehicles would help people better navigate the campus. There is a large monument sign centered in Jenkins lawn and two smaller signs located near the intersections of E. Fifth Street with S. Baxter Avenue and S. Palmer Avenue. Two additional small signs are located along E. Devine Street in the northern portion of the campus.

Wayfinding Signage outside Potter Hall

There are quite a few designated pedestrian crossings throughout campus, some of which include blinking beacons and crosswalks, and others which only include a pedestrian crossing sign. The greatest concentration of crossing signs is located along E. Lake Street and Apache Pass. While not depicted on the adjacent map, the material, color and style of building signage is highly variable on campus. These signs can be hard to locate and/or read in some instances.

Tyler Junior College Monument Sign on Jenkins Lawn

84 | TJC Comprehensive Master Plan

Wayfinding Signage at E. Fifth Street and S. Palmer Avenue

Pedestrian Informational Signage

Vehicular Informational Signage Monument Signage

Pedestrian Crossing

Bus Stop Signage

Map 20. TJC Central - Wayfinding & Signage

Scale: N.T.S.

TJC Central | 85

Technology Assessment As part of the overall Master Plan, NV5 Engineering and Technology (NV5) was engaged to review TJC’s existing Audiovisual, IT and Electronic Security Systems campus-wide; provide recommendations; and provide an initial strategy planning for current deficiencies and future campus expansions that are contained within this Master Plan. In December 2021, NV5 toured TJC facilities, met with staff, and reviewed existing conditions and documentation. After analyzing their findings and data provided to NV5 by TJC IT staff, the following are the top three items that TJC should make every effort to prioritize: • Renovate or replace the existing data center. During the December review of existing facilities it was discovered the roof and upper wall sections of the server room have structural deficiencies that make the space prone to leaks and flooding. This room houses the TJC Central servers, data switches and other sensitive electronics. The racks containing this equipment have to be tarped to prevent water damage. If this equipment becomes wet, it could cause a loss of campus-wide network connectivity and departmental IT functionality for an extended period of time.

• Move the existing data backup system from an outside controlled entity to TJC control. As part of the examination of current processes, it was determined that the campus data backup is located off campus and controlled by an outside entity. This arrangement does not provide verifiable backups or direct access to the backups to TJC IT staff. If a loss of data contained on the servers housed in the data center was to occur, the TJC IT staff would need to rely on these backups to bring the network online in an arduous manual method. Without verifiable backup, there is a high percentage chance of data loss that would be either unrecoverable and/or take a significant amount of time and manpower to rebuild.

Plastic Bags are Used to Protect Sensitive Electronics from Water Damage in the Data Center

• Complete already started and unifying technology standards. In the past two years, the TJC IT staff has been in the process of creating and updating campus technology standards, particularly as related to network and device security. This work needs to continue as well as standards for AV systems and electronic security be fully developed. This will allow user experiences across campus to be consistent and tech support can be provided in a more congruous and efficient method.

Typical Updated Classroom Audiovisual System on Campus

86 | TJC Comprehensive Master Plan

Preliminary Structural Evaluation A preliminary structural evaluation was conducted on two facilities, the Campus Services and Pirtle Technology buildings. This is a visual structural condition assessment that identifies issues such as corroded rebar and cracks in the foundation or support beams and columns. The preliminary structural evaluation offers recommendations and what might be involved in repairs, if possible.

Campus Services Building This building was constructed in the 1950s and consists of a ground floor at street level and a basement that is partially below grade, built into the hillside. The structural evaluation identified a large crack through the foundation slab and gaps between the interior drywall and floor, indicative of a high degree of differential settlement over time. Throughout the basement, there is extensive water damage where the CMU exterior is retaining soil. Due to the extensive cost of repairs, age and poor condition, it is recommended to demolish and replace the Campus Services building somewhere on campus.

Pirtle Technology Pirtle Technology comprises five interconnected buildings built in phases between the mid1970s and the mid-1980s. The building ranges from a single story to three stories.

The exterior columns of some of the buildings have corroding rebar. Cracks are visible at nearly every exterior column. There is also cracked sealant around windows. In Pirtle Phase III, the second-floor brick facade is confined by concrete columns and beams. This is problematic because the brick does not have the vertical expansion joints necessary to accommodate expansion and is pushing against the concrete frame, causing shear cracks through the concrete frame at the corners of the building. There are several surface cracks inside some of the Pirtle phases; however, they do not represent a structural concern. Repairs are recommended for the Pirtle Technology Building. A structural forensics lab should be used to test exterior columns in question for carbonation and other concrete deleterious effects. It is also recommended to test other exterior concrete columns around the building complex to determine the extent of the problem. An architect with building envelope expertise should do a site investigation to choose the best location and method of installing vertical expansion joints and provide guidance on repairing dilapidated seals.

Large Crack through the Foundation Slab across the NW Corner of the Campus Services Building

Finally, a formal maintenance program should be implemented to protect the buildings from water intrusion and corrosion issues long-term. The exterior concrete frame structure can likely last over 100 years if well maintained. See the Appendix for more details regarding the preliminary structural evaluation of the abovereferenced buildings.

Cracks due to Internal Expansion caused by Corrosion of the Rebar at Pirtle Technology

TJC Central | 87

Development Opportunities & Challenges Based on stakeholder feedback and analysis of existing conditions, there are a variety of development opportunities and challenges to consider at TJC Central.

Key Opportunities • Based on condition and age, a few buildings are targeted for demolition or renovation. The locations of demolished buildings will create space for new development on campus. Building renovations provide opportunities for improved student, faculty and administrative spaces. • There are multiple areas around TJC Central that may have opportunities for new uses. These include some existing buildings, such as the Rogers Student Center, the football field area and largely undeveloped areas such as the Eastern Frontier.

88 | TJC Comprehensive Master Plan

• TJC Central is relatively pedestrian friendly. However, improvements in pedestrian comfort, safety and amenities can enhance the everyday experience of users. These include areas such as Jenkins lawn, the open space between Jenkins Hall and the Library, gathering areas near Pirtle Technology and the Rogers Student Center, and the natural areas near the creeks that run through the campus. • Existing parking areas could be improved with landscaping, signage and possible expansion or reconfiguration. • There are opportunities to improve comfort and safety along key pedestrian corridors through campus through strategies such as shade trees and/or structures, and enhanced street crossing infrastructure.

Key Challenges • While TJC has strategically acquired some surrounding parcels over the years, there are still a few privately owned properties that inhibit the cohesive expansion of campus amenities. The most notable areas are located along E. Fifth Street and near the Eastern Frontier.

• Steep slopes create development challenges in areas along S. Baxter Avenue, near the Rogers Nursing and Health Sciences building and through the center of the Eastern Frontier. • Street crossings can create potential safety issues for pedestrians. While multiple crossings are located around campus, the areas with the most frequent pedestrian crossing are located along Magnolia Drive, S. Baxter Avenue, E. Lake Street, and S. Palmer Avenue. • E. Fifth Street is a highly trafficked road. The speed and frequency of traffic creates noisy conditions that are not conducive for gathering for an extended period in the nearby area.

Opportunities Building to demo Building to demo or renovate Potential for new use Potential for improved pedestrian amenities Potential for improved or expanded parking Opportunities for new/enhanced pedestrian corridors and views

Challenges Privately owned property Steep slopes Potential pedestrian/vehicle conflict Loud road

Map 21. TJC Central - Development Opportunities & Constraints

Scale: N.T.S.

TJC Central | 89

SPACE UTILIZATION The building utilization analysis included in this section provides a high-level analysis of the overall utilization of classrooms and class labs at TJC Central in the Fall 2019 semester.

upgrades to technology and/or furniture, or to temporarily support relocated functions as part of any proposed building demolition(s) and construction recommended in the Master Plan.

Overall preliminary analysis indicates the campus has an adequate amount of teaching space to accommodate the near-term potential enrollment growth. However, additional space will ultimately be necessary, over the next 10 years, to meet the instructional demands of increased campus enrollment. The data also suggest the campus has some capacity in the short-term to continue daily operations, without significant impact, simply by increasing weekly hours of utilization if a space were to be taken off-line to allow for

Classroom Utilization Note: Additional room-by-room data for each classroom discussed in this section is included in the Appendix.

Overall classroom utilization by building on campus during the Fall 2019 semester was fair, averaging 57.0 percent campus-wide. Of the 86 available classrooms, the average weekly utilization was approximately 28.4 hours per week, or 88.9 percent of the target 32 hours LEGEND

Tyler Junior College: Main Campus, Fall 2019

█ Classroom Fill < THECB Target █ Classroom Fill >= THECB Target

TOTAL

Building

Total Total Rooms Enrollment 86 1,777

Total Capacity 2,767

THECB Target G J OHPE P RNHS RSC T VC VL WCA

Genecov Jenkins Hall Ornelas Hlth and Phy Educ Ctr Potter Hall Rogers Nursing Health Science Rogers Student Center Pirtle Technology Vaughn Conservatory Vaughn Library Wise Cultural Arts

per week. The average capacity of a general classroom was 33 seats with an average enrollment of 21 students. This translates into an average fill rate of 64.2 percent, just shy of the target metric. While the Wise Cultural Arts (WCA) had the highest overall building utilization among the campus buildings with general classrooms available for schedule in the Fall 2019, this is misleading as it only contains one general classroom. Of the three buildings with the largest quantity of general classrooms - Jenkins Hall (JH), Pirtle Technology (T) and Potter Hall (P) - Potter had the highest overall utilization (69.5%), followed by Jenkins (67.3%) and Pirtle (43.5%).

█ Overall Utilization < 50% █ Overall Utilization 50% to 75% █ Overall Utilization > 75%

█ Weekly Hours < THECB Target █ Weekly Hours >= THECB Target

(Total Enrollment/ Total Capacity)

64.2% █ █ █ █ █ █

Average Hours Utilized Per Week 28.4

65.0% █ █ █ █ █ █

32.0

75.0% █ █ █ █ █ █ █

Classroom Fill

Difference from THECB Target <32.0 Hours ⸽ >32.0 Hours

(3.6)

Overall Building Utilization

(Function of Room Fill and Hourly Usage)

57.0% █ █ █ █ █

1 27 1 18 10 4 22 2

53 621 22 330 234 53 375 71

83 983 32 441 430 82 606 90

33.0 34.1 18.0 29.7 27.8 19.8 22.5 28.5

1.0 2.1 (14.0) (2.3) (4.2) (12.3) (9.5) (3.5)

102.5% █ █ █ █ █ █ █ █ █ █

24.0

(8.0)

76.9% █ █ █ █ █ █ █

Figure 29. TJC Central Overall Classroom Building Utilization, Fall 2019 (Note: Buildings in “Gray” indicate no classrooms were scheduled there in Fall 2019)

90 | TJC Comprehensive Master Plan

Classroom Utilization by Building, Fall 2019 Tyler Junior College: Main Campus

Clinic Dr

Plainview St

RSC

State Hwy 64 E

250

500 Feet Source: ESRI and Facility Programming and Consulting

S Porter Ave

Parklen St Merrimac St

Apache Pass WCA

RNHS

E Lake St

Palmer Ave

Magnolia Dr

E 2nd St

Service Layer Credits: Source: Esri, Maxar, GeoEye, Earthstar Geographics, G CNES/Airbus DS, USDA, USGS, AeroGRID, Adair St IGN, and the GIS User Community OHPE P

VC VC

E 1st St

Blackwell Ave

E Lake St

E Devine St

Mahon Ave

S Baxter Ave

Elizabeth Dr

Carol Ln

S Fleishel Ave

Medical Dr

E 5th St

Building Utilization N/A

≤ 50%

< 75%

≥ 75%

Map 22. TJC Central Overall Classroom Building Utilization, Fall 2019

TJC Central | 91

0% G 204 J 186 J 187 J 203 J 204 J 205 J 210 J 212 J 216 J 217 J 218 J 219 J 223 J 224 J 225 J 228 J 229 J 236 J 237 J 238 J 240 J 241 J 242 J 1104 J 1109 J 1112 J 1116 J CONF RM OHPE 207 P 001A P 001B P 002 P 003B P 100 P 101 P 102 P 103 P 104 P 106 P 107 P 109 P 111 P 200 P 201 P 202 P 203 P 204 RNHS 13 RNHS 14 RNHS 16 RNHS 17 RNHS 18 RNHS 103 RNHS 105 RNHS 117 RNHS 131 RNHS 138 RSC 303 RSC 305 RSC 307 RSC 314 T 106 T 108 T 109 T 115 T 117 T 120 T 122 T 124 T 200 T 201 T 204 T 205 T 242 T 243 T 244 T 245 T 247 T 248 T 301 T 306 T 350 T 352 VC A VC B WCA 203

BUILDING Tyler Junior College: Main Campus, Fall 2019

Classroom Fill Rates

120% THECB Fill Target 65.0%

100%

80%

60%

40%

20%

≥ Target Filled Less Than Target < Target

92 | TJC Comprehensive Master Plan

Campus Average Filled Greater Than or Equal to Target

Campus Average: 64.2%

Figure 30. TJC Central Room-by-Room Classroom Fill Rate, Fall 2019 Target Classroom Fill (65%)

Overall Classroom Utilization Campus Average Daily Usage

Tyler Junior College: Main Campus, Fall 2019

Figure 31. TJC Central Classroom Utilization Daily Use by Time of Day, Fall 2019

100% 90%

Weekday Utilization

Thursday

Monday

Friday

Tuesday

Saturday

70%

Wednesday

Sunday

60%

80%

50% 40% 30% 20% 10% 0%

6 AM

Weekday Utilization

Classrooms in Potter were scheduled, on average, approximately 29.7 hours per week, just below the target metric of 32.0 hours per week; the fill rate was nearly 75 percent, far exceeding the target 65 percent. While classrooms in the Rogers Student Center (RSC) had high fill rates, the average weekly hours were approximately one-third the state target, resulting in an overall lower building utilization. The lowest utilized building, in both fill and hours, was the Ornelas Health and Physical Education Center.

10 Monday

12 Noon

Tuesday

Review of the average hours per day during which courses could be scheduled over the course of the week finds that classrooms are scheduled between 60 percent and 80 percent of the available hours on Monday through Thursday, and approximately 20 percent on Friday. Few classes were scheduled on Saturday and none on Sunday in the Fall 2019 semester. Peak classroom demand during the Fall 2019 semester was Monday through Thursday, primarily between the hours of 8:30 am and 2:00 pm. After 2:00 pm, utilization drops

2 Wednesday

5 Thursday

7 Friday

9 Saturday

11 PM Sunday

significantly, with approximately 20 percent to 30 percent utilization of classrooms on campus after 4:00 pm. While courses are scheduled late into the evening, this does indicate that there is still some available capacity to accommodate additional short-term enrollment growth within the existing classroom inventory, without investment, simply by increasing the hours per week that classrooms are scheduled (i.e., on Fridays, in the late afternoon and/or evenings during the week).

TJC Central | 93

Class Lab Utilization Note: Additional room-by-room data for each class lab discussed in this section is included in the Appendix.

Similar to classroom building utilization, overall class lab utilization by building at TJC Central during the Fall 2019 semester was moderate, averaging approximately 58.6 percent. Of the 74 available class labs, the average weekly utilization across campus was approximately 23.8 hours per week, just short of the THECB target for lab utilization. While the average capacity of a class lab on campus was calculated at 30 seats, on average, approximately 19 (61.6%) were filled.

The highest utilized labs were located in the Genecov Building (G) (90.4%), followed closely by Pirtle Technology (T) (81.8%). In both buildings, both the average hours of scheduled weekly use and minimum percent fill exceeded the THECB target. The newest building on campus, the Rogers Nursing Health Science (RNHS) was among the least utilized buildings, despite the large number of class labs which it contains. However, this building is designed with specialized labs specific to the health sciences, rather than general science labs and other survey courses. As these programs continue to grow, the utilization is likely to increase.

LEGEND

Tyler Junior College: Main Campus, Fall 2019

█ Class Lab Fill < THECB Target █ Class Lab Fill >= THECB Target

TOTAL

Building

Total Total Rooms Enrollment 74 1,350

Total Capacity 2,191

Genecov Jenkins Hall Ornelas Hlth and Phy Educ Ctr Potter Hall Rogers Nursing Health Science Rogers Student Center Pirtle Technology Vaughn Conservatory Vaughn Library Wise Cultural Arts

61.6% █ █ █ █ █ █

Average Hours Utilized Per Week 23.8

Difference from THECB Target <25.0 Hours ⸽ >25.0 Hours

(1.2)

Overall Building Utilization

(Function of Room Fill and Hourly Usage)

58.6% █ █ █ █ █

77.0% █ █ █ █ █ █ █

25.0

75.0% █ █ █ █ █ █ █

18 4 7

394 41 118

562 80 250

70.1% █ █ █ █ █ █ █ 51.0% █ █ █ █ █ 47.3% █ █ █ █

32.2 19.0 13.0

7.2 (6.0) (12.0)

90.4% █ █ █ █ █ █ █ █ █ 38.8% █ █ █ 24.6% █ █

230

362

63.5% █ █ █ █ █ █

16.2

(8.8)

41.3% █ █ █ █

479

588

81.4% █ █ █ █ █ █ █ █

25.1

0.1

81.8% █ █ █ █ █ █ █ █

349

25.2% █ █

24.7

(0.3)

24.9% █ █

THECB Target G J OHPE P RNHS RSC T VC VL WCA

█ Overall Utilization < 50% █ Overall Utilization 50% to 75% █ Overall Utilization > 75%

█ Weekly Hours < THECB Target █ Weekly Hours >= THECB Target

(Total Enrollment/ Total Capacity)

Class Lab Fill

The poorest performing buildings in overall class lab utilization were the Ornelas Health and Physical Education Center (OHPE) (24.6%) and the Wise Cultural Arts (WCA) (24.9%). Similar to RNHS, both buildings contain class labs which are specific to certain academic programs, such as music, dance and theatre, rather than general survey courses, resulting in a lower score.

Figure 32. TJC Central Overall Class Lab Building Utilization, Fall 2019 (Note: Buildings in “Gray” indicate no class labs were scheduled there in Fall 2019)

94 | TJC Comprehensive Master Plan

Class Lab Utilization by Building, Fall 2019 Tyler Junior College: Main Campus

Clinic Dr

Plainview St

RSC

State Hwy 64 E

250

500 Feet Source: ESRI and Facility Programming and Consulting

S Porter Ave

Parklen St Merrimac St

Apache Pass WCA

RNHS

E Lake St

Palmer Ave

Magnolia Dr

E 2nd St

Service Layer Credits: Source: Esri, Maxar, GeoEye, Earthstar Geographics, G CNES/Airbus DS, USDA, USGS, AeroGRID, Adair St IGN, and the GIS User Community OHPE P

VC VC

E 1st St

Blackwell Ave

E Lake St

E Devine St

Mahon Ave

S Baxter Ave

Elizabeth Dr

Carol Ln

S Fleishel Ave

Medical Dr

E 5th St

Building Utilization N/A

≤ 50%

< 75%

≥ 75%

Map 23. TJC Central Overall Class Lab Building Utilization, Fall 2019

TJC Central | 95

0% G B1 G B2 G 100 G 101 G 102 G 103 G 104 G 105 G 106 G 200 G 201 G 202 G 203 G 222 G 223 G 225 G 226 G 227 J 188 J 303 J 315 J 316 OHPE 125 OHPE 126 OHPE 153 OHPE 160 OHPE 208 OHPE 212 OHPE BH RNHS 15 RNHS 106 RNHS 116 RNHS 118 RNHS 132 RNHS 137 RNHS 202 RNHS 204 RNHS 205 RNHS 214 RNHS 215 RNHS 216 RNHS 217 T 103 T 104 T 118 T 121 T 123 T 125 T 229 T 231 T 232 T 234 T 235 T 236 T 238 T 239 T 240 T 241 T 246 T 249 T 251 T 253 T 307 T 309 T 312 T 313 T 353 T 359 WCA 201 WCA 202 WCA 204 WCA 205 WCA GR WCA JBT

BUILDING Tyler Junior College: Main Campus, Fall 2019

Class Lab Fill Rates

Filled Less Than Target < Target

≥ Target

96 | TJC Comprehensive Master Plan Filled Greater Than or Equal to Target Campus Average

Campus Fill Average 61.6%

Figure 33. TJC Central Room-by-Room Class Lab Fill Rate, Fall 2019

THECB Fill Target 77.0%

180%

160%

140%

120%

100%

80%

60%

40%

20%

Target Class Lab Fill (77%)

Overall Class Lab Utilization Campus Average Daily Usage

Tyler Junior College: Main Campus, Fall 2019

Figure 34. TJC Central Class Lab Utilization Daily Use by Time of Day, Fall 2019

100% 90%

Weekday Utilization

Thursday

Monday

Friday

Tuesday

Saturday

70%

Wednesday

Sunday

60%

80%

50% 40% 30% 20% 10% 0%

6 AM

Weekday Utilization Tuesday Thursday Saturday

12 Noon

11 PM

Monday Wednesday Friday Sunday

According to available data, class labs were heavily scheduled Monday through Thursday and were in use approximately 50 percent to 70 percent of the available hours. Tuesday and Thursday were scheduled slightly more than Monday and Wednesday sessions. Limited class labs were offered on Fridays. A minimal number of labs were offered on the weekend. Peak class lab demand during the Fall 2019 semester was generally from Monday through Thursday, primarily between the hours of 8:30

am and 4:00 pm. After this time, utilization drops slightly, with continued lab use into the late evening hours. Similar to the classroom analysis, this indicates that there is capacity to accommodate additional short-term enrollment growth within the existing class lab inventory, without investment, simply by increasing hours per week that labs are scheduled. However, in general, class labs were well utilized on this campus in the Fall 2019 semester and additional space will be necessary in the future to accommodate planned growth.

TJC Central | 97

RECOMMENDATIONS Development of this Master Plan and recommendations for TJC Central were based on a series of guiding principles that reflect TJC’s vision for the future. • Embrace the History of TJC • Improve the Student Experience • Connect and Integrate with Local Communities

Based on discussions with TJC leadership, enrollment projections and associated space needs, and the existing conditions of facilities, several new buildings or renovations were identified as Master Plan priorities. These include: • New Academic Building • New One Stop Shop

• Manage Growth and Expansion

• New Health & Physical Education Center

• Establish a Consistent TJC Experience Across Learning Sites

• New Alumni Center • New Campus Police Building

• Enhance Landscaping and Outdoor Spaces

• New Data Center

As TJC approaches its 100-year anniversary, enrollment is growing its Central location. As the student, faculty and staff population increases, and programmatic expansions or modifications are implemented, there will be a need for new and improved facilities. These facilities will provide an improved learning and social experience for students, ensure the safety of campus users and TJC data, and provide additional opportunities to capture strong alumni ties and give back to the community.

• New Purchasing Location • Student Center Renovation • Library Renovation • Pirtle Renovation

Figure 35. TJC Central Master Plan Illustration

98 | TJC Comprehensive Master Plan

TJC Central | 99

TJC Central Master Plan The recommendations for TJC Central are divided into three physical initiatives: buildings and facilities, transportation, and landscape. Together, these initiatives seek to build upon the sense of place of the campus and enhance the overall student experience. The renovation of existing facilities like the Rogers Student Center, Vaughn Library, Pirtle Technology and Lewis Hall will address general building improvements, provide technological enhancements to classrooms and facilities, and repurpose space for alternate uses. Newly constructed buildings including the Academic Building, One Stop Shop, Data Center, Campus Police and Alumni Center will accommodate new programs and services and ensure that the campus continues to meet the growing needs of its students. Indoor and outdoor recreation offerings will be expanded with the addition of a Health & Physical Education Center and baseball/softball complex, as well as an improved disc golf and trail area and football stadium. Improving pedestrian safety, access and comfort is essential to the student experience. In order to minimize potential conflict between pedestrians and automobiles, enhanced pedestrian crossings will be located at key points throughout the campus. Vehicular access will be limited for a portion of E. Lake Street that experiences a high level of pedestrian

100 | TJC Comprehensive Master Plan

crossing activity. User comfort along key pedestrian corridors will be improved with the addition of shade trees. Additional campus parking will be provided in new and modified parking lots in areas with high parking needs. Improved wayfinding signage will help students, staff and visitors navigate the campus and add visual prominence to the Fifth Street frontage. Landscape initiatives include multiple new green spaces with shaded seating and gathering areas. Existing streams running through campus will be restored and amenities will be improved to allow campus users to better enjoy these natural resources. All of the landscape initiatives aim to better allow campus users to enjoy the sense of community and place that makes TJC Central so special. As TJC considers future growth of its Central location, consideration can be given to acquiring additional parcels around the campus to allow for further expansion and/or buffering around the site. There are many variables in implementing master plans, such as funding, student enrollment, college leadership and the economy. These variables determine when and how various improvements take place. Projects are not listed in a prioritized order. Rather, the order of implementation will be based on the timing of funding and development opportunities that arise.

The following pages detail the recommendations by initiative type and tie in high-level associated construction cost estimates where projects have sufficient detail. These estimates do not include the interior building finish-out such as furnishings and equipment. See the Technology Master Plan in the Appendix for technology-related recommendations and project budgets. The recommended improvements will help TJC systematically achieve the vision for TJC Central over the next 10 years and beyond.

BUILDING & FACILITY INITIATIVES

TRANSPORTATION INITIATIVES

LANDSCAPE INITIATIVES

Campus Police

Limited Vehicular Access Area

Streambank Restoration

Purchasing & Central Services Demolition

Enhanced Pedestrian Crossings

Monument Plaza

One Stop Shop

Campus Center Garden

Data Center

New & Modified Parking Lots

Academic Park

Purchasing Building

TJC Central Signage Program (see page 115 for locations)

Ornelas Trail & Recreation Area

Student Center Renovation

Additional Shaded Outdoor Seating

Library Renovation

Improved Key Pedestrian Corridors

Academic Building

Pirtle Technology Renovation

Alumni Center

Football Stadium

Health & Physical Education Center

Baseball/Softball Complex

Disc Golf & Trail Area

L P

P S

O F

P P

C D

W G

P P

J K

S Existing Building

Q P

Renovated Building New Building/Facility

Map 24. TJC Central Master Plan

Scale: N.T.S.

TJC Central | 101

Building and Facility Initiatives

Campus Police

Purchasing & Central Services Demolition

One Stop Shop

There is a need for a new Campus Police building to support existing operations and growth. A new one-story, 8,000 GSF building is recommended. This project would include demolition of two residential buildings owned by TJC. The building should include offices; patrol officer work area; dispatch; workroom; records storage; photo processing area; locker room; conference room; break room; armory; evidence, drying, processing and property rooms; interrogation and detention areas; bike storage and maintenance. The site includes potential secured parking in the rear and public parking in the front. Cost Estimate: $5,924,500

(Total construction cost based on 2022 values)

102 | TJC Comprehensive Master Plan

The Purchasing and Central Services building requires extensive repairs. It is likely that the costs of repairing the building would be on par with the cost of demolishing and rebuilding a similar building. Based on the age and condition of the building, it is recommended that it be demolished and Purchasing and Central Services be moved to a new location (see project E and TJC West project D). This project includes restoring the building site to open green space. Cost Estimate: $265,300

(Total construction cost based on 2022 values)

Student services are currently located in multiple different locations on campus. A two-story, 30,000 GSF One Stop Shop is proposed to consolidate these services (e.g., enrollment, registration, testing, financial aid, advisors, cashier) to provide an improved experience for new and returning students and families. The building should include offices and support space, conference rooms, various testing facilities, and a welcome center with open lounge and large multipurpose room. This project includes the new building, parking lot, adjacent sidewalk and landscaping, and demolition of Vaughn and Holley Halls. Cost Estimate: $18,154,400 (Total construction cost based on 2022 values)

Data Center

Purchasing Building

The Data Center building is outdated, undersized and has significant infrastructure issues such as flooding and overhead leaking. In order to eliminate the risk of catastrophic loss of equipment, data and lengthy campus down time, it is recommended that the Data Center be substantially renovated or replaced. If replaced, the project should include demolition of the existing building and constructing a new two-story, 8,000 GSF building with data center, IT/AV workshop, small conference room, single and shared offices, reception area, and lounge space. Alternatively, the existing Data Center could potentially be renovated with new roof and waterproofing, any necessary structural repairs and mold remediation, and cosmetic interior upgrades. See the Technology Master Plan in the Appendix for further details and considerations.

In order to allow for demolition of the Purchasing and Central Services building, the services housed there will need to be relocated. It is recommended that the Lewis Hall dormitory be renovated to function as the new Purchasing building with mail room, administrative offices, conference rooms, workroom, break room and general storage. TJC receiving services should be relocated to TJC West where there is ample space for a new building with the required facilities such as a loading dock and warehouse. A rear driveway with material drop-off area should be added to the new Purchasing location to allow for easy delivery from TJC West. Cost Estimate: $2,398,500

(Total construction cost based on 2022 values)

Cost Estimate: $3,835,600 - $7,647,200 (Total construction cost based on 2022 values)

TJC Central | 103

Student Center Renovation

Library Renovation

The Student Center currently houses a variety of student services, in addition to dining and book store facilities. It is recommended that student services be relocated to a consolidated One Stop Shop (see project C) and the building be renovated to function as a true student center with facilities for socialization and entertainment. This renovation would include the addition of a game room, lounge areas, and student organization and student government spaces, among other things. The existing first floor outdoor space could be enhanced with shaded seating to encourage increased usage.

There is a desire to update the Library to reflect digital learning trends and increase opportunities for students to collaborate. The recommended Library renovation would provide a new digital media center for student, faculty and staff use, six new enclosed study rooms, and add an external elevator on the east side of the building. Renovations should also address existing basement flooding issues. TJC should consider relocating IT/AV related services to the new or renovated Data Center for better staff efficiency and coordination.

Cost Estimate: $6,587,500

(Total construction cost based on 2022 values)

104 | TJC Comprehensive Master Plan

Cost Estimate: $1,939,300

Academic Building

Pirtle Technology Renovation

As TJC Central enrollment grows, there will be a need for additional general academic space. A new, three-story, 69,000 GSF building is proposed with general classrooms, administrative/faculty offices, conference rooms, student lounge and study areas, kioskstyle food service and a multipurpose room (potentially available for community use). This project requires demolition of an existing parking lot. Care should be taken during construction to protect the existing large trees in the area to the maximum extent possible.

Phases II, III, IV and V of the Pirtle Technology building have a variety of structural issues. It is recommended that TJC implement the structural repairs outlined in the Structural Assessment included in the Appendix. This also includes conducting further analysis to determine the cause of cracks in the building and establish a more formal maintenance program to prevent further water intrusion and corrosion.

Cost Estimate: $39,973,500

(Total construction cost based on 2022 values)

Lastly, it is recommended that TJC conduct a feasibility study to determine additional renovations to instructional and support spaces based on targeted TJC Central program expansions and/or modifications. Cost Estimate: $291,800 (Total construction cost based on 2022 values)

The building’s shape and configuration makes navigating the interior somewhat confusing. As building improvements are made, interior wayfinding signage should be enhanced for greater usability.

TJC Central | 105

Alumni Center

Football Stadium

A new two-story, 18,000 GSF Alumni Center is recommended to create a space for alumni gatherings and appreciation. The building would include offices, exhibit/gallery space, a board meeting room and storage. The second floor would include a large event space with catering kitchen, storage, and balcony or rooftop terrace facing the football stadium. This project includes modification of an existing parking lot and the addition of a vehicle drop-off zone. Sidewalks and landscaping should be added, as appropriate.

The existing football field is beautiful, but lacks seating to allow for games to be held on campus. This project includes new covered or uncovered stadium seating for approximately 6,000-8,000 people and a grand entry plaza along S. Palmer Avenue. The stadium entrance, ticketing, locker rooms, restrooms and concessions would be located under the bleachers. Press boxes are located on the home and visitor sides, with the visitor press box designed to allow viewing of the football or soccer field. The parking lot north of the field would be modified and the parking lot west of the field would be removed to create space for the bleachers.

Cost Estimate: $12,942,500

(Total construction cost based on 2022 values)

Cost Estimate: $15,396,800 - $17,337,200 (Total construction cost based on 2022 values)

106 | TJC Comprehensive Master Plan

Figure 36. Football Stadium Illustration

TJC Central | 107

Health & Physical Education Center The largely undeveloped Eastern Frontier creates a great opportunity for concentrated recreational amenities. A new Health & Physical Education Center is proposed at the corner of E. Devine Street and S. Porter Avenue. This two-story, 75,000 GSF building could include amenities such as general classrooms, administrative/faculty offices, student lounge areas, kiosk-style food service, aerobic studios, weight room, open floor area with cardio and weight machines, indoor track, locker rooms, recreational basketball court with seating, indoor pool, laundry and equipment checkout. Building programming should be further evaluated closer to the time of implementation to prioritize the amenities to include.

108 | TJC Comprehensive Master Plan

A pedestrian-focused entrance is located on the southwest corner of the building for people walking from campus. A parking lot and additional primary building entrance will be on the east side of the building. This project also includes an outdoor recreation area with an intramural field and picnic pavilions. Cost Estimate: $52,197,600 (Total construction cost based on 2022 values)

Figure 37. Health & Physical Education Center Illustration

TJC Central | 109

Disc Golf and Trail Area The natural area east of the ballfield complex provides additional opportunities for students to engage in passive recreation on campus. A disc golf and trail area was recently added to this area. The development of the baseball/ softball complex will likely necessitate modifications to the disc golf course. At that time, there may be opportunities to further improve the existing course and trail area.

Baseball/Softball Complex The northern part of the Eastern Frontier already includes one ballfield and an 18-hole disc golf course. It is recommended that TJC add an additional ballfield and equip both fields with batting cages, warm-up areas and spectator seating. The existing field should be enhanced to match the level of development of the new field. East and west entry gates with incorporated ticketing provide access to an entry plaza with shade trees and paving. A one-story, 5,600 GSF

110 | TJC Comprehensive Master Plan

building incorporates concessions, locker rooms and restrooms. A small maintenance building is located near each field. New parking areas are proposed on the east and west side of the ballfield complex, with the lot to the east sitting at a higher elevation than the fields. Cost Estimate: $15,585,100

(Total construction cost based on 2022 values)

Transportation Initiatives

Limited Vehicular Access Area The Mahon West Lot/Lewis Hall Lot is one of the largest parking lots on campus and is heavily used throughout the day. Its location near Pirtle Technology, the Student Center and primary north-south pedestrian routes through campus mean that students cross E. Lake Street and S. Mahon Avenue at many different locations rather than at designated crossing areas. Furthermore, vehicles move quickly along these roads and don’t have a stop sign at the intersection near Pirtle Technology. In order to improve pedestrian safety in this area, removable/retractable bollards on E. Lake Street and S. Mahon Avenue are recommended.

safer crossing. Bollards should be located such that the loading dock at the rear of the Student Center and the Mahon East Lot entrance are still accessible. The removable/retractable bollards can allow access for food trucks and authorized vehicles. The addition of food truck hook-ups in this area can create alternating food options near the new Academic Park and draw students to the area. Cost Estimate: $50,500 (Total construction cost based on 2022 values)

The limited vehicular access area will provide a pedestrian-focused space that also creates a

TJC Central | 111

P P

P P P

Enhanced Pedestrian Crossings There are multiple areas where pedestrians cross public roads throughout campus. While some of these crossings are already wellsigned and include a blinking pedestrian beacon, others are less visually prominent to drivers. In order to improve visibility of crossings, enhanced paving and signage are recommended. The plans above illustrate a few examples of locations. TJC might also consider installing additional pedestrian-activated blinking signals at the most heavily traveled crossings.

112 | TJC Comprehensive Master Plan

Q Q

New & Modified Parking Lots Multiple proposed projects remove or reduce existing parking areas. There are also many parking areas largely devoid of landscaping and shade. In order to continue providing the maximum parking possible and reduce the heat island effect of large asphalt parking areas, the following new and modified parking lots are recommended:

• Rogers Student Center Lot modifications including re-striping and adding landscaping • New Palmer Avenue Lot behind Ornelas Health & Physical Education Center with a bus drop-off lane

• New Magnolia Drive Lot with additional parking near Rogers Nursing & Health Sciences Center • Reconfigured lot across the street from the new Campus Police building with additional spaces and landscaping

TJC Central | 113

TJC Central Signage Program Wayfinding and campus signage help people understand the boundaries of campus and decide where they need to travel and then execute their plan. An improved signage program can better visually delineate the TJC campus and assist motorists and pedestrians with directional signage that facilitates decisionmaking, reaffirms selected pathways and provides a sense of orientation, leading to a more pleasant and memorable campus visit.

around the Eastern Frontier to visually illustrate the boundaries of the TJC campus and help pedestrians and drivers navigate the area.

It is recommended that TJC install campus entrance, boundary, wayfinding and pageantry signs at appropriate locations along the campus perimeter streets and primary pedestrian corridors (see the figure on the following page). Entrance and boundary markers should have integrated lighting. Signage should also be installed at appropriate locations

OHPE

Pirtle Technology Wagstaff Gym Cultural Arts District Wise Auditorium Parking Jean Browne Theatre Parking

Figure 38. TJC Signage Designs by Innerface Architectural Signage

114 | TJC Comprehensive Master Plan

Pirtle Technology

Rogers Student Center

The Science Center

B A

The Science Center White Administrative Service Center

A B

Residence Halls

White Administrative Service Center

Rogers Nursing & Health Sciences

Cultural Arts District

Rogers Student Center

Drop Off Only

White Administrative Service Center

Parking on Palmer Ave.

A B

OHPE

Pirtle Technology

OHPE

Pirtle Technology

Wagstaff Gym

Cultural Arts District

Wise Auditorium Parking Jean Browne Theatre Parking

Figure 39. Proposed Signage Locations by Innerface Architectural Signage

TJC Central | 115

Landscape Initiatives S

Streambank Restoration The stream running between the Ornelas Residential Complex buildings comes close to the structures has areas with substantial streambank erosion. This stream and the one near the Rogers Nursing & Health Sciences Center are both located within visible distance of buildings and outdoor spaces. It is recommended that TJC conduct further environmental evaluation of both streams on campus to determine appropriate locations for streambank restoration and stream enhancement solutions. This will help to enhance the natural areas on campus and protect the integrity of the nearby buildings. Erosion control solutions should seek to repair existing erosion and minimize the impact of future storm events.

116 | TJC Comprehensive Master Plan

U T

Monument Plaza

Campus Center Garden

The existing TJC monument sign is located on Jenkins lawn, set back from the Fifth Street sidewalk. Adding a small plaza with enhanced plantings and pavings will add greater visual prominence to the monument and create an iconic space for student photos.

A new Campus Center Garden is proposed between the Vaughn Library and Jenkins Hall. The garden will be a gathering space at the highly traveled heart of campus. The garden includes open lawn space, a central pergola around a plaza with shaded seating, reconfigured pathways, lighting, additional shade trees and enhanced landscaping. The paving circle at the center of the garden could also include the TJC logo. Cost Estimate: $2,183,800 (Total construction cost based on 2022 values)

TJC Central | 117

Academic Park TJC Central users expressed appreciation for outdoor spaces on campus and a desire for more shaded gathering areas. This project replaces the parking areas adjacent to the new Academic Building with a two-tiered park with open lawn, new sidewalks, tables with umbrellas, shade trees and decorative landscaping. A central plaza with enhanced paving, grand staircase, and covered amphitheater-style seating creates an

opportunity for formal and informal campus gatherings. This project includes demolition of two parking lots and modifications to the retaining wall near the new central plaza. Cost Estimate: $1,985,600

(Total construction cost based on 2022 values)

Figure 40. Academic Park Illustration

118 | TJC Comprehensive Master Plan

TJC Central | 119

Ornelas Trail & Recreation Area The stream and woodland area running from the intersection of S. Porter Avenue and E. Devine Street create an opportunity for a passive recreation area. This project includes approximately one-third mile of woodland trail with seating areas, furnishings and lighting. This trail would provide a scenic walking/jogging area and pedestrian access from campus to the Health & Physical Education Center and Eastern Frontier area. It also creates a crucial link in what could be a loop trail around the TJC Central site. Using this trail and existing sidewalks along perimeter roads, pedestrians can enjoy a 1.5- to 2.0-mile loop around the campus. If additional property is acquired by TJC, a loop trail alignment could further meander through the campus.

120 | TJC Comprehensive Master Plan

Y X

X X Y

Image source: srpshade.com

Image source: psu.edu/hazleton

Additional Shaded Outdoor Seating Improved Key Pedestrian Corridors As mentioned earlier, people appreciate the outdoor areas on campus but wish there were more shaded areas to sit. Additional shaded seating is recommended in the locations listed below (as well as those described in earlier projects) to improve user comfort and encourage more people to enjoy the outdoor spaces. Shade can be provided through umbrellas, tree cover, shade sails or structures. • Near the western Pirtle Technology entrance • Potter Hall courtyard • In the green space south of Potter Hall

Providing shade along pedestrian corridors creates a more welcoming, comfortable user experience throughout the year. Mature tree cover is also a memorable existing characteristic of TJC Central. Additional shade trees are recommended along primary pedestrian routes through campus and linkages between campus and the Eastern Frontier. The plan above labels a sampling of example areas for new trees. To the extent possible, shade trees should also be replanted in areas where existing trees were damaged by weather events in recent years. Priority should be given to locations that shade pedestrian walkways and/or gathering areas.

TJC Central | 121

122 | TJC Comprehensive Master Plan

TJC West

TJC West | 123

INTRODUCTION TJC West is located on S. SW Loop 323 in Tyler, TX, approximately four miles west of TJC Central. It is located in a commercial and industrial area. The learning site is located 15 miles south of TJC North, and 33 and 45 miles north of TJC Jacksonville and TJC Rusk, respectively. This location is TJC’s primary workforce development learning site with programs for industrial trades such as welding, automotive and HVAC. The campus is also utilized by area high school students taking part in concurrent enrollment programs, offering the opportunity for college credit prior to high school graduation. There were approximately 350 students enrolled at this location during the Fall 2019 semester. The site currently feels relatively utilitarian compared to TJC Central.

124 | TJC Comprehensive Master Plan

Energy Center

Regional Training and Development Complex

TJC West Monument Sign

Skills Training Center

TJC West | 125

DEMOGRAPHICS & ENROLLMENT

Student Residence Density

U V

Tyler Junior College: TJC West Campus, Fall 2019

Demographic Analysis Note: Full-size versions of the maps in this section are included in the Appendix for reference.

TJC West serves as the hub for technical and instructional programs for TJC, many of which are based in “hands-on” instruction. TJC West on-campus/hybrid students who originated from within the TJC Service Area in Fall 2019 totaled 69.4 percent of the total enrollment. Of those students originating from outside the Service Area, the largest percent came from the service areas of neighboring Trinity Valley Community College (9.1%), Northeast Texas Community College (4.8%) and Kilgore College (4.5%). Student residency density for the Fall 2019 is plotted on the adjacent map. Each green dot represents the location of a student address. In instances where students have the same address, one dot is placed on top of the other, therefore giving a distorted perspective of student resident density. Regardless, one can begin to visualize clusters of student residences by geocoding all of the student addresses which were associated with the campus. Note that the geocoded residences represent the address provided to the TJC Office of Registrar at the time of enrollment; it neither indicates a student’s current address nor implies that the student is commuting from that address to the campus.

126 | TJC Comprehensive Master Plan

Royse City

U V¤ 69

Rockwall

276

U V

Rowlett

Forney

Pittsburg

Terrell

Wills Point

U V 19

Seagoville Crandall Kaufman

U V

£ ¤

182

Grand Saline

Tool

U V

U V 31

V £ ¤ U 175

£ ¤

287

U V

Bullard

110

20 Miles

Source: ESRI and Facility Programming and Consulting

£ ¤

Carthage

Henderson

U V 315

£ ¤ 84

£ ¤

U V 204

£ ¤ £ ¤ 259

Center

U V £ ¤ 7

U V Main Campus Off-Campus Instructional Sites

£ ¤

Waskom

Palestine

169

£ ¤

149

TJC RUSK Fairfield

322

U V

Marshall

U V U V U V

£ ¤ V U£ ¤

Jacksonville

449

U V TJC JACKSONVILLE

Whitehouse

155

Overton

Rusk

U V 0

U V

Athens

Corsicana 81

V £ ¤ U

259

MAIN CAMPUS

Chandler

Malakoff

300

155

White Oak Gladewater Longview TJC NORTH Hallsville Liberty City Hideaway 20 Lake Kilgore Cherokee 31 Tyler

TJC WEST

Jefferson

Gilmer

154

U V

U V U¤ V £ U V

¤ £ ¤ £

U V

198

Mabank Gun Barrel City

155

271

69 Lindale

Van

U V U V

£ ¤

Quitman

Mineola

110

U V

175

Ennis

U V U V

Canton

243

Winnsboro

Emory

Nacogdoches Mile Radii Student Residence Service Area

15 Miles 30 Miles 45 Miles

Map 25. TJC West Student Residency Density: Unduplicated Headcount, Fall 2019

Student Residence Density by ZIP Code

U V

Tyler Junior College: TJC West Campus, Fall 2019 Royse City

Rockwall

U V¤ 276

U V

Rowlett

Forney

Pittsburg

Terrell

Wills Point

U V 19

Seagoville Crandall Kaufman

U V

£ ¤

182

Mabank Gun Barrel City Tool

U V

V £ ¤ U 175

£ ¤

287

U V

Bullard

155

110

Jacksonville

20 Miles

Source: ESRI and Facility Programming and Consulting

£ ¤

Off-Campus Instructional Sites

75702 (Tyler)

34 (9.7%)

9.7%

75703 (Tyler)

28 (8.0%)

17.6%

75701 (Tyler)

23 (6.5%)

24.2%

Center

75766 (Jacksonville)

22 (6.3%)

30.4%

75707 (Tyler)

17 (4.8%)

35.2%

£ ¤ U V

£ ¤

Cumulative Percent

315

204

£ ¤ £ ¤ 259

Mile Radius 15 Miles 30 Miles 45 Miles

U V £ ¤ 96

Nacogdoches Students by ZIP Code ≤0 ≤5 ≤10

≤20 ≤30 ≤34

Map 26. TJC West Student Residency by ZIP Code: Unduplicated Headcount, Fall 2019

Figure 41. Top Five ZIP Codes of TJC West Student Residency, Fall 2019

Count (% of Total)

U V

Residency may also be illustrated using the physical home address of a student at TJC West, rolled up by ZIP Code. Those areas with the darker shading, on the adjacent map, indicate a higher density.

ZIP Code (Post Office)

149

Main Campus

Waskom

Carthage

Henderson

£ ¤

U V

169

£ ¤

U V U V U V 322

U V

Marshall

Palestine

449

£ ¤ V U£ ¤

TJC RUSK Fairfield

V £ ¤ U

U V TJC JACKSONVILLE

Overton

Rusk

U V 0

U V

MAIN CAMPUS

Whitehouse

Athens

Corsicana 81

U V

Chandler

Jefferson

259

White Oak Gladewater Longview TJC NORTH Hallsville Liberty City Hideaway 20 Lake Kilgore Cherokee 31 Tyler

TJC WEST

U V

Malakoff

300

Gilmer

155

Student Residency by ZIP Code

U V

U V U V£ ¤ U V 154

69 Lindale

U V

198

155

271

¤ £ ¤ £

Van

U V U V

£ ¤

Quitman

Mineola

110

U V

175

Ennis

U V Grand Saline

U V

Canton

243

Winnsboro

Emory

Source: TJC Office of Registrar, ESRI and Facility Programming and Consulting

TJC West | 127

Student Drive Time and Distance

TJC West Catchment Area

Unlike TJC Central, on-campus student housing is not provided at TJC West. All students who attend this off-campus instructional site commute in for classes. The map on the adjacent page illustrates the location of TJC West and the approximate time one may typically experience when traveling from areas within 15, 30 and 45 miles to the site.

Since TJC West draws students from all parts of the TJC Service Area, a distinct catchment area, as was able to be defined at TJC Central, is difficult to identify. Instead, when examining the existing market for TJC West and its potential growth, the population within the 60-minute drive time was utilized. The market summary on the pages which follow discusses the demographic composition of the population within this drive time.

In the Fall 2019, just over 350 students were enrolled in on-campus or hybrid/blended courses at TJC West. Of these, nearly threequarters (73.6%) declared their residence within a 30-mile radius and a 45-minute drive to the site. Just over one-half of students listed their residence within a 15-mile radius of TJC West. Approximately 20 percent of students travel more than one hour to attend TJC West. Figure 42. Typical Distance and Average Drive Time of Student from Residence to TJC West, Fall 2019

Distance (Miles)

% of Total

Drive Time % of (Minutes) Total

≤ 15

54.1%

≤ 30

58.6%

≤ 30

19.5%

≤ 45

16.4%

≤ 45

8.2%

≤ 60

6.8%

> 45

18.1%

> 60

18.1%

Source: TJC Office of Registrar, ESRI and Facility Programming and Consulting

128 | TJC Comprehensive Master Plan

Mile Radii Distances and Typical Drive-Times to TJC West

U V

Tyler Junior College: TJC West and Neighboring Off-Campus Instructional Sites Royse City

£ ¤ U V 69

Rockwall

276

U V

Rowlett

Forney

Terrell

Wills Point

Crandall Kaufman

U V

U V 19

£ ¤

182

Grand Saline

£ ¤ 287

Tyler

300

Overton

Whitehouse

U V

Jacksonville

Fairfield

£ ¤

149

U V 315

£ ¤ 84

£ ¤

U V

204

£ ¤ £ ¤ 259

20 Miles

Source: ESRI and Facility Programming and Consulting

Center

Palestine

U V £ ¤ 7

U V Main Campus Off-Campus Instructional Sites

Waskom

£ ¤

TJC RUSK

169

Carthage

Henderson

£ ¤ V U£ ¤

U V TJC JACKSONVILLE

U V U V U V 322

U V

Marshall

Lake Cherokee

Kilgore

U V MAIN CAMPUS

449

White Oak Longview Hallsville Liberty City

110

Jefferson

V £ ¤ U

Gladewater

259

155

Bullard

155

U V

Gilmer

Rusk

U V 5

V £ ¤ U 175

Hideaway

Athens

U V

Chandler

Corsicana 81 31

69 Lindale

TJC WEST

U V

155

U V U¤ V £ U V 154

Mabank Gun Barrel City Malakoff

Quitman

TJC NORTH

U V

U V U V

271

¤ £ ¤ £

Van

198

Tool

£ ¤

Mineola

110

U V

175

Ennis

U V U V

Canton

243

Winnsboro

Emory

Seagoville

U V

Pittsburg

Nacogdoches Mile Radius Drive-Times 15 Miles 30 Miles 45 Miles

30 Min. 45 Min. 60 Min.

Map 27. Mile Radii Distances and Typical Drive Times to TJC West

TJC West | 129

Market Summary

18-to-64 cohort is expected to increase at an annual rate of 0.4 percent from 2021 to 2031, slightly less than the growth anticipated for the same age group, in both the TJC Service Area and Taxing District.

By the year 2031, the total population within the 60-minute drive time to TJC West is projected to approach 802,800. Of this population, approximately 55.9 percent will Market Summary be in the age group 18 to 64, the predominant Within the study area, nearly two-thirds of 2021  TJC: West Typical 60-Minute Drive-Time community college target market. This age the population (55.6%) age 25 and older has

graduated high school and/or received some college education or advanced degree. This is approximately 5 percent less than that of both the TJC Service Area and the Taxing District.

Although the large majority of the population associates as “white,” the Diversity |Index Page 1 of 2 SOURCE: ESRI  indicates that there is variation in the overall

Total Population

Age Groups 18-64 58.2% ≤14 15-17

18.7%

3.5%

≥65

674,700

2021

743,700

2031

802,800 10-Yr Projected CAGR

21.8%

0.8%

449,000

2031

36.4%

12.1%

13.8%

433,100

2021

Diversity 61.0 Index

10-Yr Projected CAGR

White

1.1%

402,900

2010

19.5%

Race/ Ethnicity

Population Age 18-64

18-34 35-64

2010

0.4%

Black Asian

17.9%

Other

73.0%

Hispanic

Educational Attainment No High School 14.4% High School Degree or Equivalent 30.0%

Households

Some College, No Degree 25.0%

278,800 Total

$174,700

Associates Degree

30.6%

Home Value

9.0%

Bachelor's Degree 14.6% Graduate Degree

7.0%

Figure 43. Market Summary of Population within 60-Minute Drive Time to TJC West, Fall 2019: Population Statistics

130 | TJC Comprehensive Master Plan

Income

$55,500

Median HH Income

$27,900

Per Capita Income /

race and ethnic composition of the study area Hispanic origin (persons of Hispanic origin may (the more equal the representation between be of any race). race and ethnicity, the higher the index value An estimated 26,890 businesses are located would be, with 100 indicating “complete within the TJC West study area and employ diversity”). As illustrated in the figure on the approximately 300,400 workers. In terms of Market Summary previous page, nearly one-fifth (17.9%) of the employed, the Health Care & Social population within the TJC West study area is of numbers 2021  TJC: West Typical 60-Minute Drive-Time Assistance sector was the largest in the study 

area with just over 51,000 workers. This sector also accounted for an estimated 2,210 businesses. See Appendix for additional details and analysis included in the full market summary. | Page 2 of 2

SOURCE: ESRI

Businesses and Employment Sector Sector

Businesses Employment

Health Care Retail Education Accommodation

An estimated 26,890 businesses are located within the Market Area and they employed approximately

300,400 workers.

Manufacturing Construction Other Serivces Government Wholesale Professional Finance

In terms of employment, the

Health Care & Social Assistance sector was the

largest in the *Market Area with approximately 51,010 workers. This sector accounted for an estimated

2210 businesses.

Administrative Transportation Information Real Estate Entertainment Mining Utilities Unclassified Agriculture Headquarters

PCT %

8.2% 16.3% 2.6% 7.2% 3.3% 7.4% 13.8% 3.6% 3.6% 7.2% 6.1% 3.0% 2.1% 1.7% 4.8% 1.6% 0.8% 0.4% 5.3% 0.8% 0.2%

Businesses Businesses

2,210 4,390 700 1,940 880 2,000 3,720 960 980 1,930 1,640 800 560 450 1,280 440 210 110 1,430 220 60

Employment



51,010 41,700 31,520 28,040 24,070 18,790 17,330 15,760 13,590 13,450 9,620 7,090 6,600 6,150 5,450 3,480 2,330 1,380 1,220 1,210 630

PCT

Occupations

17.0% 13.9% 10.5% 9.3% 8.0% 6.3% 5.8% 5.2% 4.5% 4.5% 3.2% 2.4% 2.2% 2.0% 1.8% 1.2% 0.8% 0.5% 0.4% 0.4% 0.2%

16.5% 29.0%

White Collar Blue Collar

54.5%

Services

Management

13.2%

Professional

20.4%

Sales

10.2%

Admin

10.7%

Farming

0.7%

Construction

8.0%

Maintenance

3.7%

Production

6.8%

Transportation

9.9%

* Market Area: Is the same as the region referenced in the YELLOW bar highlighted at the top of the page

Figure 44. Market Summary of Population within 60-Minute Drive Time to TJC West, Fall 2019: Business and Employment Statistics

TJC West | 131

10-Year Population Growth Analysis was conducted on the projected population growth between years 2021 and 2031, of the age 18-to-64, cohort in order to understand the potential impact and opportunities for TJC West. The map on the following page illustrates the projected compound annual growth rate (CAGR) in the population age 18-to-64 cohort, by ZIP Code, through 2031. Those ZIP Codes with the greatest forecasted annual growth are indicated on the map in the darker blue shades. Some ZIP Codes also cover larger areas and are larger in size, relative to others, resulting in visual distortion. The adjacent tables identify: • Top five student residence ZIP Codes associated with TJC West, in the Fall 2019 semester, which are projected to have the greatest CAGR over the next 10 years • Projected CAGR of those ZIP Codes from which TJC West had the highest enrollment Of the top five ZIP Codes from which students originated in Fall 2019, four are located in Tyler and one in Jacksonville. Among those with the highest CAGR, Prosper is the greatest; however, both Leander and Forney have the largest projected increase in number of potential community college students, age 18 to 64. Overall, the greatest CAGR (greater than 2.0%) is projected to the west, outside the Service Area, near the Dallas-Fort Worth metroplex

132 | TJC Comprehensive Master Plan

and the City of Corsicana. Around TJC West, the greatest increase is visible in Tyler and areas to the north, along US Route 69 and IH-20, towards Lindale. Growth in the areas of Chandler, Whitehouse and Bullard, to the

south, are projected to change between 0.8 percent to 1.0 percent per annum over the next 10 years. Nearly 2.5 percent of the TJC West Fall 2019 enrollment originated from these areas.

Figure 45. Top Five Fall 2019 TJC West Student Residence ZIP Codes Ranked by Projected CAGR (2021-2031) of the Population Age 18-to-64 Cohort

ZIP Code (Post Office)

Population Age 18-64 Fall 2019 Capture Rate Year 2021 Year 2031

Projected Delta CAGR (2021-2031) (2021-2031)

75078 (Prosper)

0.005%

23,300

37,400

14,100

4.8%

75009 (Celina)

0.02%

13,500

21,700

8,200

4.8%

75126 (Forney)

0.003%

41,900

63,000

21,100

4.2%

78641 (Leander)

0.002%

56,800

81,400

24,600

3.7%

78108 (Cibolo)

0.004%

27,600

36,800

9,200

2.9%

Figure 46. Projected CAGR (2021-2031) of the Population Age 18-to-64 Cohort of the Top Five Fall 2019 TJC West Student Residence ZIP Codes Ranked by Enrollment

ZIP Code (Post Office)

Fall 2019 Capture Rate Year 2021

Year 2031

Projected Delta CAGR (2021-2031) (2021-2031)

75702 (Tyler)

0.2%

17,000

17,800

800

0.5%

75703 (Tyler)

0.1%

26,000

28,300

2,300

0.8%

75701 (Tyler)

0.1%

23,300

24,500

1,200

0.5%

75766 (Jacksonville) 0.1%

17,200

18,100

900

0.5%

75707 (Tyler)

8,900

9,700

800

0.9%

Population Age 18-64

0.2%

For both tables above, population values have been rounded to nearest hundred; Source: TJC Office of Registrar, ESRI and Facility Programming and Consulting

Population Growth Age 18-64 by ZIP Code, CAGR 2021-31

U V

Tyler Junior College: TJC West and Neighboring Off-Campus Instructional Sites Royse City

£ U V¤ 69

Rockwall

276

U V

Rowlett

Forney

Pittsburg

Terrell

Wills Point

Emory

U V 19

Seagoville Crandall Kaufman

U V

£ ¤

182

Grand Saline

Athens

U V

Chandler

V £ ¤ U 175

Corsicana 81

U V

Hideaway

TJC WEST

U V

Malakoff

69 Lindale

£ ¤

287

155

Tyler

U V U¤ V £ U V 300

U V

Bullard

110

Fairfield

£ ¤

20 Miles

Source: ESRI and Facility Programming and Consulting

149

U V

£ ¤

U V

£ ¤ £ ¤ 259

204

Center

U V £ ¤ 7

£ ¤

Mile Radius

315

£ ¤

U V

Main Campus Off-Campus Instructional Sites

15 Miles 30 Miles 45 Miles

Waskom

£ ¤

Palestine

169

Carthage

Henderson

£ ¤ V U£ ¤

TJC RUSK

Rusk

U V

322

Overton

Whitehouse

U V U V U V

MAIN CAMPUS

U V

Marshall

Lake Cherokee

Kilgore

U V 31

449

White Oak Longview Hallsville Liberty City

Jacksonville

Jefferson

V £ ¤ U

Gladewater

U V TJC JACKSONVILLE

259

155

U V

Gilmer

154

Mabank Gun Barrel City Tool

Quitman

TJC NORTH

U V

198

155

271

¤ £ ¤ £

Van

U V U V

£ ¤

Mineola

U V

175

Ennis

U V 110

Canton

243

Winnsboro

Nacogdoches Population Growth Age 18-64 ≤0.0% ≤0.5% ≤1.0%

≤1.5% ≤2.0% >2.0%

Map 28. TJC West Area Population Age 18-64 by ZIP Code, CAGR 2021-2031

TJC West | 133

Enrollment Projections Between Fall 2014 and Fall 2019, total enrollment at TJC West declined slightly, averaging approximately 0.7 percent decrease per annum, from approximately 370 students to 350. The top five declared majors or programs of study in the Fall 2019, comprising approximately 55.2 percent of the total, were: • Automotive Technology • Power Plant Technology • HVAC/Refrigeration • Welding Technology • Child Development/Early Childhood Of the students included in this analysis, approximately 81.3 percent were enrolled at TJC West in on-campus, face-to-face courses only; the remainder were hybrid students enrolled in at least one on-campus and one exclusively online course simultaneously. For purposes of this study, if a student’s on-campus course also had an online component, they are considered an on-campus student.

To forecast future enrollment, multiple growth scenarios were developed to project how the headcount may change over the next 10 years at TJC West; each is depicted on the adjacent chart and described below: • Trend Line: Continued growth at historic enrollment (2014-2019) • 2019 Capture Rate: Ratio of Fall 2019 enrollment to the population age 18 to 64 within the TJC Service Area; the ratio is then multiplied against the projected growth of the specified 18-to-64 population for the next 10 years • Typical Drive Time: Percent projected change in growth (2021-2031) of the population age 18 to 64 within a 60-minute drive to TJC West; the percent is then multiplied against the Fall 2019 enrollment and carried forward • 12th Grade High School Graduation Growth: Percent historic change in growth (2014-2019) of the senior class graduation rate at all high schools in the TJC Service Area offering grades nine through 12 and with 25 or more graduates in 2019; the percent is then multiplied against the TJC Fall 2019 enrollment and carried forward • Average All Scenarios: Average of enrollment projected by year across all scenarios above

134 | TJC Comprehensive Master Plan

In each of these projections, the enrollment excludes dual credit students receiving instruction at another location and online-only growth. In addition, it only considers students who are attending solely on-campus classes or at least one class on-campus in combination with one exclusively online course offering (hybrid). In general, when utilizing the average of all projection scenarios, enrollment at TJC West is projected to grow by approximately 10.3 percent with an increase in enrollment from 350 students in the Fall 2019 semester to approximately 390 students by the Fall 2031 (an approximately 0.8% growth per annum).

Total Unduplicated Fall Enrollment Projections Tyler Junior College: West (On Campus/ Hybrid Only)

Source: Tyler Junior College and Facility Programming and Consulting

500

486

Historic Enrollment

450 400

366

389 383 369

353

350

320

300 250 200 150

Average of All Scenarios

100

Projected Growth (2019-31) ■ Enrollment Increase: 36 ■ Total Percent Change: 10.3% ■ Annual Growth (CAGR): 0.8%

50 -

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2031

Based on 2014-2019 Trend Line 2019 Capture Rate Held Constant Based on 2014-19 Trend Line at 0.2%

201960-Minute Capture Rate Enrollment/Age 2019 College Service Area Held Population Age Typical Drive(2019 Time Population 18-64 CAGR 2021-2031 Constant at 18-64) 0.4% Held Constant at 0.2% Typical 60-Minute Drive-Time to Campus Population Age 18-64, CAGR 2021-31 Held Constant at 0.4%

12th Grade High School Graduation CAGR 2014-2019 Held Constant at 2.7%

12th Grade Grad Growth in Service Area (Institutions offering Grades 9-12 and Grads ≥25 in 2019), CAGR 2014-19 Held Constant at 2.7%

Average of All Scenarios

Average of all Enrollment Projection Scenarios

Figure 47. TJC West Enrollment Projections (On-Campus/Hybrid Headcount) (2019 - 2031)

TJC West | 135

Space Demand According to building inventory data provided by TJC, the existing TJC West totals approximately 212,600 gross square feet (GSF); however, not all square footage is currently in use by TJC or its affiliated programs. At the time of publication of this document, area that was not currently utilized by TJC included:

those students who are either 100 percent on-campus or those hybrid students who are engaged in at least one on-campus and one online course, concurrently. For planning purposes, the following assumptions were utilized to forecast the projected space need at TJC West.

Figure 49. Projected 10-Year Space Need at TJC West

Figure 48. Space Need Planning Assumptions

Type of Space

Projected E&G NASF Need

Instruction

34,600

Office

6,000

Projected Value (2031)

Library

325

Student Headcount

390

Support

3,700

Full-Time Student Equivalent

325

Total E&G Need 44,600

74,400

FTSE: Student Headcount

83.4%

Auxiliary Services

3,700

FTE Faculty (1 per 12.9 FTSE)

Total Need

78,100

FTE Staff (0.9 per FTE Faculty)

Building Efficiency

60%

• Shell space on the third floor of the Energy Center Building • Former EPIC training area in the Skills Training Center • Tyler Area Business Incubator (TABI) space and the Literary Council of Tyler located in the Regional Training and Development Center The space projection model which follows assumes that TJC West will target a total enrollment of approximately 390 students oncampus by the year 2031, as presented earlier in this document. This headcount includes

136 | TJC Comprehensive Master Plan

Note: Values have been rounded; Source: TJC Office of Registrar and Facility Programming and Consulting

The following table identifies the predicted overall building area which will be required to support the projected 2031 enrollment.

Projected GSF Need

Note: Total GSF calculated at 60% efficiency. Square foot values have been rounded to nearest hundred; Source: THECB and Facility Programming and Consulting

As of the Fall 2031, TJC West is predicted to require 74,400 GSF of building to support the projected enrollment, plus an additional 3,700 GSF recommended for auxiliary services. Through targeted renovation and the potential recapture of space currently occupied by outside entities, TJC could easily accommodate the projected growth at TJC West, as well as allow space for the creation of new programs and/or expansion of existing programs.

TJC West | 137

EXISTING CONDITIONS & ANALYSIS Landholdings

TJC-Owned Parcels

Located at the southeast corner of S. SW Loop 323 and Robertson Road, TJC West is approximately 22.5 acres in total. There are presently 15.6 acres developed, which include the Energy Center, Skills Training Center and Regional Training & Development Complex (RTDC). The remaining 6.9 acres in the southeast portion of the campus are undeveloped.

Map 29. TJC West - Land Holdings

138 | TJC Comprehensive Master Plan

Scale: N.T.S.

Existing Layout

Energy Center

Skills Training Center

Regional Training & Development Complex (RTDC)

TJC West is comprised mainly of three buildings organized along a major driveway that bisects the campus. The campus lacks a coherent aesthetic with its mixture of brick and metal facades. The newly constructed Energy Center stands out as you enter the campus from the north as a high-quality, modern facility. The Skills Training Center and RTDC are both visibly older and set further back from the road. Apart from the name, TJC West has no resemblance to TJC Central.

Map 30. TJC West - Existing Layout

Energy Center

Scale: N.T.S.

Regional Training and Development Complex

TJC West | 139

Academic Civic

Campus & Surrounding Land Uses

Commercial Industrial Vacant

TJC West is surrounded by several land uses, many of which complement the workforce training function of programs on this campus. West of the campus, vacant or undeveloped land is situated on the opposite side of S. SW Loop 323. To the north and south, commercial uses include a restaurant, a home improvement store and office buildings. UPS and FedEx operate warehouses to the east, along S. Bennett Avenue. Southeast of the campus lies the Tyler ISD Career & Technology Center and several civic buildings are located to the east.

Map 31. TJC West - Land Uses

Rudy’s Country Store and Bar-BQ

140 | TJC Comprehensive Master Plan

Scale: N.T.S.

Tractor Supply Co.

Academic General Public

Building Functionality

Support

The RTDC and the Skills Training Center provide academic and general public functionality. The RTDC houses the offices for the School of Continuing Studies, a vision clinic and opthalmology programs, among other things. It is also currently the home to the Tyler Area Business Incubator (TABI). This facility provides entrepreneurs with physical space and support services. While the TABI was originally intended to help new businesses launch, it has since become a permanent home for some. This may not be the best use of TJC building space. The Skills Training Center is home to the automotive technology and welding technology departments. Up until late 2021, it was also being used by local industry for EPIC hospital software training. The EPIC lease has since ended, thus creating available space for additional TJC use. Local area high school students also utilize the Skills Training Center through concurrent enrollment programs.

Map 32. TJC West - Building Functionality

Scale: N.T.S.

The Energy Center houses specialized classrooms and laboratories for those studying power plant technology, HVAC and electrical/ electronic controls technology. The third floor of the Energy Center remains undeveloped.

Energy Center

Skills Training Center

TJC West | 141

Primary City Connection Local Road Connection

Access & Circulation Primary vehicular access to TJC West is from S. SW Loop 323. Parking lots are located north and south of the RTDC. From S. SW Loop 323, vehicles can turn east onto Robertson Road to access the north lot. The south lot is directly accessible from S. SW Loop 323. TJC’s undeveloped land will ultimately be accessed from S. Bennett Avenue.

Major Driveway Primary Pedestrian Circulation

Pedestrian circulation runs primarily northsouth throughout the campus. Pedestrians have access to sidewalks directly adjacent to the buildings. Sidewalk connectivity is absent in much of the north parking lot, where pedestrians travel through the parking lot with no separation from vehicular traffic.

Map 33. TJC West - Access & Circulation

Covered Pedestrian Walkway connecting RTDC and the Skills Training Center

142 | TJC Comprehensive Master Plan

Scale: N.T.S.

Lack of Sidewalk Connectivity in North Parking Lot

Parking There are two primary parking lots at TJC West, located north and south of the RTDC. Additional parking exists along the major driveway that bisects the campus. While both parking lots provide convenient access to the adjacent buildings, opportunities exist to improve pedestrian comfort and safety. Without clear pedestrian paths, users are forced to walk along the drive aisles. Furthermore, the sparse landscape in both parking lots offers almost no shade cover or aesthetic benefits. In general, most people are willing to walk approximately 1/4 mile to reach a destination. The dashed circle in Figure 50 below illustrates a 1/4-mile radius from the entrance at the RTDC. Due to the small size of TJC West, all existing facilities are within a comfortable walking distance from parking areas.

Figure 50. 1/4-Mile Walking Radius

Map 34. TJC West - Parking

North Parking Lot

Scale: N.T.S.

South Parking Lot

TJC West | 143

Turf Planting Bed

Landscape & Open Space

Tree Gathering Spaces

The landscape at TJC West is predominantly turf. A large undeveloped area along the west side of the site serves as a buffer between the campus and S. SW Loop 323. The majority of the site’s trees are located within this area directly adjacent to the RTDC. A minimal amount of turf and shrubs can be found at the building entrances and along the perimeters of the parking lots. The few areas of outdoor seating are located near building entrances. The seating area between the Skills Training Center and the RTDC has an overhead shade structure, while the seating area at the front of the RTDC lacks any shade trees or structures. TJC Central is known for its lush landscape and remarkable mature trees. Conversely, the landscape character at TJC West is largely dissimilar. Landscape improvements for shade, aesthetics and site character could help to improve user experiences on site and visually relate TJC West to TJC Central.

Map 35. TJC West - Landscape & Open Space

Landscape West of the RTDC

144 | TJC Comprehensive Master Plan

Scale: N.T.S.

Seating Area at the Entrance to the RTDC

Vehicular Signage

Wayfinding & Signage

Bus Stop Signage

Informational Signage Monument Signage

Most of the signage at TJC West serves as wayfinding signage for both pedestrians and slow-moving vehicles. The small site size and limited number of buildings minimizes the number of signs needed to direct users to their destination. A single, large monument sign is located on the west side of the site along S. SW Loop 323. However, the lack of TJC-branded signage at the parking lot entrance south of the monument sign can cause people to pass the first parking lot before realizing they are at TJC West. A TJC-branded sign is located at the entrances to the north parking lot. Additional internal wayfinding signs help direct people to various areas on the site, but they lack TJC branding elements. Map 36. TJC West - Wayfinding & Signage

TJC-Branded Sign at the North Parking Lot Entrance

Monument Sign along S. SW Loop 323

Scale: N.T.S.

Non-TJC Branded Sign at the South Parking Lot Entrance

TJC West | 145

Development Opportunities & Challenges Based on existing conditions, stakeholder feedback and changing tenants, there are a variety of development opportunities and challenges to consider at TJC West.

Key Opportunities • There are three primary buildings at TJC West. Based on recent or potential tenant changes, and currently unfinished areas, all three buildings have opportunities for new uses. The third floor of the Energy Center remains unfinished; the EPIC training facility recently moved out of the Skills Training Center; and multiple uses in the RTDC are either better suited at TJC Central or are non-TJC entities which may no longer be the best use of TJC’s real estate.

• Two undeveloped areas on campus provide opportunities for new uses or development areas in the future. This includes the open space just south of the vehicle maintenance area and a 6.9-acre parcel located along S. Bennett Avenue. Considering the amount of space available for new uses within existing buildings, it may be most appropriate to leave these undeveloped areas as such until TJC starts to outgrow the current facilities. • The landscape areas surrounding the RTDC are minimally developed. These areas have potential to provide enhanced pedestrian spaces that create outdoor gathering opportunities and better reflect the campus aesthetic that TJC Central is known for. • The existing parking lots have little to no vegetation and have a strong heat island effect in the summer. There is potential to help mitigate this impact and improve user comfort through the addition of shade trees throughout the parking lots. • While pedestrians do not need to walk far to get from the parking lot to their destination, there are still opportunities to improve that experience through landscaping and safety enhancements.

146 | TJC Comprehensive Master Plan

Key Challenges • Fortunately pedestrians do not need to cross any public roads to get from the parking areas to the buildings. However, there are still a few areas along the primary driveway entrances that create potential pedestrian/vehicular conflict areas. • The campus is bordered on the north and west by two heavily trafficked roads. As locations for outdoor seating are determined, consideration should be given to strategies to reduce the visual and auditory impact of the adjacent roads.

Opportunities Potential for new use Potential for improved pedestrian amenities Potential for improved parking Opportunities for new/enhanced pedestrian corridors and views

Challenges Potential pedestrian/vehicle conflict Loud road

Map 37. TJC West Campus - Development Opportunities & Constraints

Scale: N.T.S.

TJC West | 147

SPACE UTILIZATION The building utilization analysis included in this section provides a high-level analysis of the overall utilization of classrooms and class labs at TJC West in the Fall 2019 semester. Overall preliminary analysis indicates that TJC West has an adequate amount of teaching space to accommodate the near-term potential enrollment growth. However, additional general classroom space will ultimately be necessary, over the next 10 years, to meet the institution’s desire to provide accommodations which allow students to complete their degree or certificate entirely at this location. As TJC expands its technical and vocational instruction into new sectors, additional specialized teaching lab space will also be required.

In the short-term, the data suggest an increase in enrollment can be accommodated simply by increasing weekly hours of utilization. Daily operations could be continued without significant impact if a space were to be taken off-line to allow for upgrades to technology and/or furniture, or to temporarily support relocated functions as part of any proposed building renovation(s) and construction recommended in the Master Plan. Several areas within the Regional Training and Development Center (RTDC) and the Energy Center Building (ECB) were identified during this Master Plan process as opportunities for renovation into classroom, class lab or other instructional support space. This will be discussed later in this document.

Overall Classroom Usage: Hours per Week by Building

Tyler Junior College: TJC West, Fall 2019

LEGEND

█ Classroom Fill < THECB Target █ Classroom Fill >= THECB Target

TOTAL

Building

Total Rooms

Total Enrollment 4 91

Total Capacity 91

THECB Target STC ECB RTDC

Skills Training Center Energy Center Building Regional Training and Devel

1 3

36 55

24 67

Classroom Utilization Note: Additional room-by-room data for each classroom discussed in this section is included in the Appendix.

Overall classroom utilization by building at TJC West during the Fall 2019 semester was good, averaging 70.3 percent. Of the four available classrooms, the average weekly utilization was approximately 22.5 hours per week, just 10 hours less than the target 32 hours per week. Classrooms were filled near or above 100 percent of their available capacity, far exceeding the state target metric of 65%. The average capacity of a general classroom was 23 seats with an average enrollment of 23 students.

█ Overall Utilization < 50% █ Overall Utilization 50% to 75% █ Overall Utilization > 75%

█ Weekly Hours < THECB Target █ Weekly Hours >= THECB Target

100.0% █ █ █ █ █ █ █ █ █ █

Average Hours Per Week 22.5

65.0% █ █ █ █ █ █

32.0

75.0% █ █ █ █ █ █ █

150.0% █ █ █ █ █ █ █ █ █ █ 82.1% █ █ █ █ █ █ █ █

5.0 28.3

(27.0) (3.7)

23.4% █ █ 72.7% █ █ █ █ █ █ █

Classroom Fill

(Average Enrollment/ Station Capacity)

Difference from THECB Target <32.0 Hours ⸽ >32.0 Hours

(9.5)

Overall Building Utilization

(Function of Room Fill and Hourly Usage)

70.3% █ █ █ █ █ █ █

Figure 51. TJC West Overall Classroom Building Utilization, Fall 2019 (Note: Buildings in “Gray” indicate no classrooms were scheduled there in Fall 2019)

148 | TJC Comprehensive Master Plan

Classroom Utilization by Building, Fall 2019 Tyler Junior College: TJC West

Robertson Rd

Bennett Ave

ECB

State Hwy 323 SW

STC

150

300 Feet Source: ESRI and Facility Programming and Consulting

RTDC

Service Layer Credits: Source: Esri, Maxar, GeoEye, Earthstar Geographics, CNES/Airbus DS, USDA, USGS, AeroGRID, IGN, and the GIS User Community

Building Utilization N/A

≤ 50%

< 75%

≥ 75%

Map 38. TJC West Overall Classroom Building Utilization, Fall 2019

TJC West | 149

BUILDING

Classroom Fill Rates Tyler Junior College: TJC West, Fall 2019

THECB Fill Target 65.0%

160%

140%

120%

Figure 52. TJC West Room-by-Room Classroom Fill Rate, Fall 2019

100%

Filled Less Than Target

80%

Filled Greater Than or Equal to Target 60%

Target Classroom Fill (65%)

40%

RTDC 148

Classroom Hours Per Week

RTDC 136

BUILDING

ECB 201

RTDC 134

20%

Tyler Junior College: TJC West, Fall 2019

< Target

≥ Target 50

Campus Average

THECB Weekly Target Hours (Average): 32.0

Campus Average: 100.0%

Figure 53. TJC West Room-by-Room Classroom Hours per Week Utilization, Fall 2019

45 40

Utilized Less Than Target

Utilized Greater Than or Equal to Target

Target Average Hours per Week (32 Hours)

25 20 15 10

≥ Target

< Target

Campus Average: 22.5

Campus Average

150 | TJC Comprehensive Master Plan

RTDC 148

RTDC 136

ECB 201

RTDC 134

Overall Classroom Utilization Campus Average Daily Usage Tyler Junior College: TJC West, Fall 2019

Figure 54. TJC West Classroom Utilization Daily Use by Time of Day, Fall 2019

100% 90%

Weekday Utilization

Thursday

Monday

Friday

Tuesday

Saturday

70%

Wednesday

Sunday

60%

80%

50% 40% 30% 20% 10% 0%

6 AM

Weekday Utilization

Of the two buildings with available classrooms for schedule in the Fall 2019 semester, the RTDC was the highest with an overall utilization of 72.7 percent. Of the three classrooms in RTDC, two rooms (RTDC 134 and 148) exceeded the target fill rate and either approached or exceeded the 32 hour per week average utilization. One classroom available in the ECB exceeded the percent fill target, but was only scheduled five hours per week which resulted in the lower overall building utilization.

Monday

12 Noon

Tuesday

Review of the average hours per day during which courses could be scheduled over the course of the week finds that, Monday through Thursday, classrooms are scheduled between 50 percent and 90 percent of the available hours and approximately 50 percent on Friday. No classes were scheduled on Saturday or Sunday in the Fall 2019 semester. Note: in the graphic above Monday/Wednesday and Tuesday/Thursday lines generally track the same, therefore only one is visible. Peak classroom demand during the Fall 2019 semester was Monday through Thursday,

Wednesday

Thursday

Friday

Saturday

11 PM Sunday

primarily between the hours of 8:00 am and 5:00 pm. A small percent of courses were scheduled before and after these hours. Despite the high utilization over the course of the day, the data indicate that there is still some capacity to accommodate additional shortterm enrollment growth within the existing classroom inventory without investment simply by increasing the hours per week that classrooms are scheduled (i.e., on Fridays, later into the evenings, on weekends).

TJC West | 151

Class Lab Utilization Note: Additional room-by-room data for each class lab discussed in this section is included in the Appendix.

Class labs available for schedule in the Fall 2019 semester at TJC West were located in the Skills Training Center (STC) and Energy Center Building (ECB). Overall class lab utilization by building at TJC West was fair, averaging approximately 52.0 percent. Of the 16 available class labs, the average weekly utilization across campus was approximately 22.1 hours per week, just short of the THECB target for lab utilization. While the average capacity of a class lab on campus was calculated at 21 seats, approximately 58.9 percent, on average, were filled.

The highest utilized labs were located in the Energy Center Building (53.7%). While the average seat fill was below that target 77 percent for class labs, the average hours per week of utilization approached the 25 hour per week target. Two class labs (ECB 114 and ECB 217) were among the highest utilized with an overall utilization of over 75 percent. Labs within the ECB are designed primarily for industrial management, HVAC repair and electrical systems. The majority of the class labs at TJC West are located in the Skills Training Center. While class lab fill was higher in the STC, when compared with the ECB, the average weekly hours of utilization were slightly below. The highest

Overall Class Lab Usage: Hours per Week by Building

Tyler Junior College: TJC West, Fall 2019

LEGEND

█ Class Lab Fill < THECB Target █ Class Lab Fill >= THECB Target

TOTAL

Building

Total Total Rooms Enrollment 16 191

Total Capacity 324

THECB Target STC ECB RTDC

Skills Training Center Energy Center Building Regional Training and Devel

6 10

95 96

overall performing labs within the STC were STC 132 (66.3%) and STC 159 (56.4%); while the latter averaged a near 50 percent fill rate, it was the highest scheduled lab, averaging 29 hours per week. Labs in this building are focused on automotive repair and technology and welding.

156 168

█ Overall Utilization < 50% █ Overall Utilization 50% to 75% █ Overall Utilization > 75%

█ Weekly Hours < THECB Target █ Weekly Hours >= THECB Target

58.9% █ █ █ █ █

Average Hours Per Week 22.1

77.0% █ █ █ █ █ █ █

25.0

75.0% █ █ █ █ █ █ █

61.1% █ █ █ █ █ █ 56.8% █ █ █ █ █

19.5 23.6

(5.5) (1.4)

47.7% █ █ █ █ 53.7% █ █ █ █ █

Class Lab Fill

(Average Enrollment/ Station Capacity)

Difference from THECB Target <25.0 Hours ⸽ >25.0 Hours

(2.9)

Overall Building Utilization

(Function of Room Fill and Hourly Usage)

52.0% █ █ █ █ █

Figure 55. TJC West Overall Class Lab Building Utilization, Fall 2019 (Note: Buildings in “Gray” indicate no class labs were scheduled there in Fall 2019)

152 | TJC Comprehensive Master Plan

Class Lab Utilization by Building, Fall 2019 Tyler Junior College: TJC West

Robertson Rd

Bennett Ave

ECB

State Hwy 323 SW

STC

150

300 Feet Source: ESRI and Facility Programming and Consulting

RTDC

Service Layer Credits: Source: Esri, Maxar, GeoEye, Earthstar Geographics, CNES/Airbus DS, USDA, USGS, AeroGRID, IGN, and the GIS User Community

Building Utilization N/A

≤ 50%

< 75%

≥ 75%

Map 39. TJC West Overall Class Lab Building Utilization, Fall 2019

TJC West | 153

BUILDING

Class Lab Fill Rates

THECB Fill Target 77.0%

Tyler Junior College: TJC West, Fall 2019 120%

100%

Figure 56. TJC West Room-by-Room Class Lab Fill Rate, Fall 2019

80%

Filled Less Than Target

60%

Filled Greater Than or Equal to Target Target Class Lab Fill (77%)

40%

Tyler Junior College: TJC West, Fall 2019

< Target

≥ Target

STC 159

STC 153

STC 152

STC 133

STC 132

STC 100

ECB 217

ECB 216

ECB 215

Class Lab Hours Per Week

ECB 214

ECB 212

ECB 116

ECB 115

ECB 114

BUILDING

ECB 111

ECB 103

20%

THECB Weekly Target Hours (Average): 25.0

Campus Average

Campus Fill Average

Figure 57. TJC West Room-by-Room Class Lab Hours per Week Utilization, Fall 2019

Utilized Less Than Target

Utilized Greater Than or Equal to Target 25

Target Average Hours per Week (25 Hours)

< Target ≥ Target Campus Average: 22.1

Campus Average

154 | TJC Comprehensive Master Plan

STC 159

STC 153

STC 152

STC 133

STC 132

STC 100

ECB 217

ECB 216

ECB 215

ECB 214

ECB 212

ECB 116

ECB 115

ECB 114

ECB 111

ECB 103

Overall Class Lab Utilization Campus Average Daily Usage Tyler Junior College: TJC West, Fall 2019

Figure 58. TJC West Class Lab Utilization Daily Use by Time of Day, Fall 2019

100% 90%

Weekday Utilization

Thursday

Monday

Friday

Tuesday

Saturday

70%

Wednesday

Sunday

60%

80%

50% 40% 30% 20% 10% 0%

6 AM

Weekday Utilization

According to available data, class labs were heavily scheduled Monday through Thursday, averaging at least 40 percent usage between the hours of 8:00 am and 7:00 pm, despite the significant decrease during the lunch hour. Several courses continue instruction into the late evening hours. No class labs were offered on Friday, Saturday or Sunday. Note that, similar to classrooms, in the graphic above, Monday/ Wednesday and Tuesday/Thursday lines track the same, therefore only one is visible.

Monday

12 Noon

Tuesday

Similar to the classroom analysis, the data indicate there is capacity to accommodate additional short-term enrollment growth within the existing class lab inventory without investment simply by increasing hours per week that labs are scheduled. Because of the hands-on and technical nature of the courses instructed here, accommodating growth by increasing section capacity may not be a viable option.

Wednesday

Thursday

Friday

Saturday

11 PM

Sunday

In general, class labs were moderately utilized at TJC West in the Fall 2019 semester. Additional lab space will be necessary if the institution decides to expand instruction into new program areas, as well as accommodate the projected enrollment growth over the next 10 years.

TJC West | 155

RECOMMENDATIONS Development of this Master Plan and recommendations for TJC West were based on a series of guiding principles that reflect TJC’s vision for the future. • Embrace the History of TJC • Improve the Student Experience • Connect and Integrate with Local Communities • Manage Growth and Expansion • Establish a Consistent TJC Experience Across Learning Sites

Based on discussions with TJC leadership, enrollment projections and associated space needs, and the existing conditions of facilities, the following new buildings or renovations were identified as Master Plan priorities. These include: • Regional Training & Development Complex (RTDC) Renovation • Energy Center Build Out • Skills Training Center Renovation • New Receiving Building

• Enhance Landscaping and Outdoor Spaces TJC West has great opportunities for new and improved learning spaces to enhance TJC’s workforce development programs. There are opportunities to relocate and/or remove some existing uses to create a large amount of space that can be repurposed. The outdoor environment can be improved to create greater opportunities for comfortable, informal student gatherings and improve the aesthetic of TJC West. An undeveloped parcel owned by TJC provides an opportunity for one or more new buildings over time.

Figure 59. TJC West Master Plan Illustration

156 | TJC Comprehensive Master Plan

TJC West | 157

Campus Master Plan A major focus of the improvements to TJC West will be to establish a quality of educational spaces and sense of place that connect it experientially to TJC Central. Renovations to the RTDC, Skills Training Center and Energy Center will improve and expand the quality of educational and support spaces, and allow for new programs and degree offerings to be established on TJC West. A new Receiving building will be used to shift the Receiving department from TJC Central to this location. A backup Data Center will eliminate the risk of bad backups and lengthy downtime needing manual intervention for data recovery. Enhanced landscaping and signage will help provide visual continuity between TJC West and TJC Central. Formalized outdoor gathering spaces will improve the pedestrian experience and provide areas for varied uses. Additional

158 | TJC Comprehensive Master Plan

site landscaping will improve the aesthetics and “curb appeal” of this learning site. The following pages detail the recommendations by initiative type and tie in high-level associated construction cost estimates where projects have sufficient detail. These estimates do not include the interior building finish-out such as furnishings and equipment. See the Technology Master Plan in the Appendix for technology-related recommendations and project budgets. Projects are not listed in a prioritized order. Rather, the order of implementation will be based on the timing of funding and development opportunities that arise.

BUILDING & FACILITIES INITIATIVES A

Regional Training and Development Complex (RTDC) Renovation

Energy Center Build Out

Skills Training Center Renovation

Receiving Building

Backup Data Center (Location TBD)

Improved Wayfinding and Signage

Enhanced Pedestrian Crossings

G I

A H J

LANDSCAPE INITIATIVES H

RTDC Western Courtyard

RTDC North Entry Plaza

Additional Site Landscaping

TRANSPORTATION INITIATIVES F

J G

Existing Building Renovated Building New Building/Facility

Map 40. TJC West Campus Master Plan

Scale: N.T.S.

TJC West | 159

Building and Facilities Initiatives

RTDC Renovation

Energy Center Build-Out

It is recommended that TJC close the Tyler Area Business Incubator and Literary Council, and relocate the Vision Clinic and Ophthalmology program from RTDC to the Rogers Nursing & Health Sciences building at TJC Central. The building should then be renovated to include general classrooms, a flexible training room with capacity for approximately 250 people and food service. The interior finishes and building facade should be improved to more closely reflect the contemporary aesthetic of the Energy Center. Building facade treatments could include paint and new entrance materials such as glass.

The third floor of the Energy Center is currently unfinished. Development of new spaces should be based on a comprehensive programming strategy for this learning site. Once programming decisions are made, it is recommended that TJC build out this space to support the desired programming. This could include facilities such as additional programspecific instructional labs and/or a large, flexible training/event space (instead of at RTDC) with business center and catering kitchen.

Cost Estimate: $22,225,700

(Total construction cost based on 2022 values)

160 | TJC Comprehensive Master Plan

Skills Training Center Renovation

Receiving Building

Backup Data Center

The Skills Training Center is home to TJC’s automotive technology and welding technology departments. A previous tenant (EPIC) recently vacated their space, thus creating an opportunity for additional TJC spaces. Proposed building renovations include developing new Industrial Trades educational spaces (e.g., welding lab, advanced manufacturing, industrial systems), a faculty lounge space, computer lab and conference room. Similar to RTDC, facade treatments should be implemented to reflect a more contemporary aesthetic.

There is a desire to move the Receiving department to a consolidated location with loading dock and adequate storage. The undeveloped parcel provides ample space for such a facility. This one-story, 15,000 GSF metal building will include a loading dock, warehouse storage, offices and break room. A staff/visitor parking area is located east of the building and loading dock with space for truck access is on the south side of the building.

TJC’s existing data backup is off site on TJCowned servers at South Texas College. There is no current way to verify the validity of backups or have real-time remote access. This creates a risk of lengthy down time due to a hacking, ransom attack or other catastrophic event. A backup data center is recommended at TJC West in order to mitigate this risk. A location should be identified within the Energy Center, RTDC or Skills Training Center. See the Technology Master Plan in the Appendix for further details and considerations.

Cost Estimate: $1,895,300

Cost Estimate: $4,704,700 (Total construction cost based on 2022 values)

(Total construction cost based on 2022 values)

TJC West | 161

Transportation Initiatives F

ROBERTSON RD

Improved Wayfinding and Signage While TJC West is not a large site, there are opportunities to improve visibility and user navigation through new signage. It is recommended that new entry and wayfinding signage be installed at the north and south parking lots and along pedestrian routes using the same signage standards as TJC Central.

G G

Enhanced Pedestrian Crossings S SW LOOP 323

A large portion of the TJC West site is dedicated to parking. In order to improve pedestrian safety between the parking areas and buildings, pavement treatments are recommended at key locations. The greater visual prominence of these crossings will help to draw the attention of drivers moving through the site. F

162 | TJC Comprehensive Master Plan

Landscape Initiatives

RTDC Western Courtyard

RTDC North Entry Plaza

Providing a new courtyard along the western edge of the RTDC will help to enhance the landscape and outdoor spaces at TJC West and provide additional, comfortable outdoor seating. This project includes modifying the existing elevated landscape along the pedestrian breezeway to include a small courtyard with shaded seating, enhanced paving, and water-efficient landscaping for shade and aesthetic value.

It is recommended that the existing raised planters at the main entrance of the RTDC be removed and the space redesigned for an improved user experience. The redesigned space would create a shaded outdoor gathering area and newly defined walkway. It would include enhanced paving, tables with umbrellas, shade trees and water-efficient landscaping.

Cost Estimate: $220,400

Cost Estimate: $468,300

(Total construction cost based on 2022 values)

TJC West | 163

Additional Site Landscaping Improving the landscape throughout TJC West will aid in establishing a sense of place for visual continuity across learning sites and help the site feel more like a “campus” experience. It is recommended that TJC develop a consistent landscape design throughout the site with a strong emphasis on plants that provide shade and are water-efficient. This should include the addition of planting and irrigation in the existing parking lot islands, adding street trees along the site boundary to the extent possible, and supplementing the existing turf landscape around RTDC and the TJC West monument sign with planting beds and shade trees. Extending the sidewalk at the southeast corner of RTDC will provide another pedestrian route between the south parking lot and the buildings on site. If needed in the future, some landscape areas could potentially be repurposed to provide additional parking.

J J

164 | TJC Comprehensive Master Plan

TJC West | 165

166 | TJC Comprehensive Master Plan

TJC North

TJC North | 167

INTRODUCTION TJC North is located towards the north end of TJC’s service area in Lindale, TX. The learning site is located in leased space within the Cannery Lindale mixed-use redevelopment. The site is in a largely commercial and residential area along Highway 69/N. Main Street. TJC North is located 16 miles north of TJC Central, 15 miles north of TJC West, 46 miles north of TJC Jacksonville and 59 miles north of TJC Rusk. This learning site provides the surrounding communities with access to general education classes, nursing programs and the recently launched veterinary technician program. Approximately 150 students were enrolled here in the Fall 2019 semester. This beautiful TJC facility has a brick, wood and glass facade and high-quality learning spaces.

168 | TJC Comprehensive Master Plan

TJC North Computer Station

TJC North Classroom

TJC North Class Lab

TJC North | 169

DEMOGRAPHICS & ENROLLMENT

Student Residence Density

Tyler Junior College: TJC North Campus, Fall 2019

U V

Demographic Analysis

276

Student residency density for the Fall 2019 is plotted on the adjacent map. Each green dot represents the location of a student address. In instances where students have the same address, one dot is placed on top of the other, therefore giving a distorted perspective of student resident density. Regardless, one can begin to visualize clusters of student residences by geocoding all of the student addresses which were associated with the campus. Note that the geocoded residences represent the address provided to the TJC Office of Registrar at the time of enrollment; it neither indicates a student’s current address nor implies that the student is commuting from that address to the campus.

170 | TJC Comprehensive Master Plan

U V

154

£ ¤ 69

Note: Full-size versions of the maps in this section are included in the Appendix for reference.

As the newest instructional site in the TJC portfolio, both the location and current specialized program offerings at TJC North draw students from all parts of the TJC Service Area. As of the Fall 2019, nearly three-quarters (70.8%) of the TJC North on-campus/hybrid students originated from within the TJC Service Area. Of those students outside the Service Area, the largest percent came from the service areas of neighboring Trinity Valley Community College (9.7%), to the west, Kilgore College (7.1%) and Northeast Texas Community College (4.5%).

U V

Emory

U V 182

£ ¤ 271

Quitman

U V 154

U V 19

Wills Point

Grand Saline

155

£ ¤ 80

White 300 Gladewater Oak

110

Lindale

Van

243

U V

£ ¤

U V

Canton

U V

Hideaway

U V

271

Gun Barrel City

U V 31

TJC WEST Chandler

MAIN CAMPUS

V £U

¤ 69

U V 19

Malakoff

U V

Athens

110

Whitehouse

U V 155

£ ¤ 175

Kilgore

U V

Tyler

Mabank

Longview

135

Liberty City

U V

198

U V

V £ ¤ U

TJC NORTH 20

274

259

U V

Mineola

U V

£ ¤

Gilmer

U V U V

Overton

£ ¤

U V

259

322

135

323

U V 42

Henderson

Mile Radii 0

10 Miles

Source: ESRI and Facility Programming and Consulting

Main Campus Off-Campus Instructional Sites

Student Residence Service Area

10 Miles 15 Miles 20 Miles

Map 41. TJC North Student Residency Density: Unduplicated Headcount, Fall 2019

Student Residence Density by ZIP Code Tyler Junior College: TJC North Campus, Fall 2019

U V 276

U V

Emory

U V 182

Student Residency by ZIP Code

U V

154

£ ¤

271

U V 154

U V 19

Wills Point

Grand Saline

U V 155

£ ¤

U V

Canton

110

Lindale

Van

U V

271

U V 31

TJC WEST Chandler

MAIN CAMPUS

V £ ¤U 69

U V 19

Malakoff

U V

Athens

110

Whitehouse

U V 155

£ ¤ 175

10 Miles

Source: ESRI and Facility Programming and Consulting

U V U V

Overton

135

Off-Campus Instructional Sites

10 Miles 15 Miles 20 Miles

U V

323

Main Campus

£ ¤

U V

259

322

U V Mile Radius

Kilgore

U V

Tyler

Gun Barrel City

Longview

135

Liberty City

U V

Mabank

U V

V £ ¤ U

TJC NORTH 20

198

Figure 60. Top Five ZIP Codes of TJC North Student Residency, Fall 2019

U V

White 300 Gladewater Oak

Hideaway

274

259

£ ¤ 243

U V

£ ¤

Gilmer

Mineola

U V

Residency may also be illustrated using the physical home address of a student at TJC North, rolled up by ZIP Code. Those areas with the darker shading, on the adjacent map, indicate a higher density.

£ ¤

Quitman

Henderson

Students by ZIP Code ≤0 ≤5 ≤10

≤15 ≤20 ≤37

Map 42. TJC North Student Residency by ZIP Code: Unduplicated Headcount, Fall 2019

ZIP Code (Post Office)

Count (% of Total)

Cumulative Percent

75771 (Lindale)

37 (24.0%)

24.0%

75773 (Mineola) 13 (8.4%)

32.5%

75703 (Tyler)

8 (5.2%)

37.7%

75704 (Tyler)

8 (5.2%)

42.9%

75140 (Grand Saline)

8 (5.2%)

48.1%

Source: TJC Office of Registrar, ESRI and Facility Programming and Consulting

ZIP Codes with the greatest density of students are primarily located in Lindale and to the north in Minneola and Grand Saline. ZIP Codes in the vicinity of Tyler were less dense. Similar to the dot map presented earlier, mapping student residence by ZIP Codes may lead to visual distortions due to the non-uniform size of ZIP Code areas. Of the top five ZIP Codes of origin, noted in the table above, the majority of the students listed their residence in Lindale, demonstrating TJC North’s connection with the local population.

TJC North | 171

Student Drive Time and Distance

TJC North Catchment Area

On-campus student housing is not provided at TJC North. All students who attend this off-campus instructional site commute in for classes. The map on the adjacent page illustrates the location of TJC North and the approximate time one may typically experience when traveling from areas within 10, 15 and 20 miles to the site. Both TJC Jacksonville and TJC Rusk are located beyond the map extent and therefore not visible.

Due to the specialized nature of its instruction, TJC North draws students from all parts of the TJC Service Area and a distinct catchment area, as was able to be defined at TJC Central, is difficult to identify. Instead, when examining the existing market for TJC North and its potential growth, the population within the 30-minute drive time was utilized. The market summary on the pages which follow discusses the demographic composition of the population within this drive time.

In the Fall 2019, just over 155 students were enrolled in on-campus or hybrid/blended courses at TJC North. Of these, nearly onehalf (47.4%) declared their residence within a 15-mile radius and a 20-to-25 minute drive. Only one-third of students travel more than 30 minutes to attend TJC North. Figure 61. Typical Distance and Average Drive Time of Student from Residence to TJC North, Fall 2019

Distance (Miles)

% of Total

Drive-Time % of (Minutes) Total

≤ 10

31.2%

≤ 20

40.3%

≤ 15

16.2%

≤ 25

16.2%

≤ 20

17.5%

≤ 30

12.3%

> 20

35.1%

> 30

31.2%

Source: TJC Office of Registrar, ESRI and Facility Programming and Consulting

172 | TJC Comprehensive Master Plan

Mile Radii Distances and Typical Drive-Times to TJC North

Tyler Junior College: TJC North and Neighboring Off-Campus Instructional Sites

U V 276

U V

Emory

U V

154

£ ¤ 69

U V 182

£ ¤ 271

Quitman

U V 154

U V 19

Wills Point

Grand Saline

155

£ ¤ 80

White 300 Gladewater Oak

110

Lindale

Van

243

U V

£ ¤

U V

Canton

U V

Hideaway

U V

271

U V 31

TJC WEST Chandler

Malakoff

U V

Athens

MAIN CAMPUS

U V £ ¤ 69

U V

110

U V U V

£ ¤

10 Miles

Source: ESRI and Facility Programming and Consulting

Overton

135

U V 155

Off-Campus Instructional Sites

U V

259

323

U V 42

Main Campus

£ ¤

322

Whitehouse

175

Kilgore

U V

Tyler

Gun Barrel City

135

Mabank

Longview

Liberty City

U V

198

U V

V £ ¤ U

TJC NORTH 20

274

259

U V

Mineola

U V

£ ¤

Gilmer

Mile Radius

Drive-Times

10 Miles 15 Miles 20 Miles

20 Min. 25 Min. 30 Min.

Henderson

Map 43. Mile Radii Distances and Typical Drive Times to TJC North

TJC North | 173

Market Summary

18-to-64 cohort is expected to increase at an annual rate of 0.7 percent from 2021 to 2031, equal to or slightly higher than the growth anticipated for the same age group, in both the TJC Service Area and Taxing District.

By the year 2031, the total population within the 30-minute drive time to TJC North is projected to approach 256,100. Of this population, approximately 56.2 percent will Market Summary be in the age group 18 to 64, the predominant Within the study area, nearly two-thirds of 2021  TJC: North Typical 30-Minute Drive-Time community college target market. This age the population (58.4%) age 25 and older has



graduated high school and/or received some college education or advanced degree. This percent is approximately 2 percent less than that of both the TJC Service Area and the Taxing District. Although the large majority of the population | Page 1 of 2 SOURCE: ESRI associates as “white,” the Diversity Index

Total Population

Age Groups 18-64 58.1% ≤14 15-17

19.1%

3.7%

≥65

203,500

2021

231,500

2031

256,100 10-Yr Projected CAGR

23.2%

1.0%

144,000

2031

34.9%

13.5% 16.6%

134,500

2021

Diversity 67.0 Index

10-Yr Projected CAGR

White

1.2%

120,600

2010

19.1%

Race/ Ethnicity

Population Age 18-64

18-34 35-64

2010

Black Asian

21.6% 68.7%

Other Hispanic

0.7%

Educational Attainment No High School 15.0% High School Degree or Equivalent 26.5%

Households

Some College, No Degree 25.4%

86,800 Total

$181,600

Associates Degree

33.0%

Home Value

9.4%

Bachelor's Degree 15.7% Graduate Degree

7.9%

Figure 62. Market Summary of Population within 30-Minute Drive Time to TJC North, Fall 2019: Population Statistics

174 | TJC Comprehensive Master Plan

Income

$55,600

Median HH Income

$27,800

Per Capita Income /

indicates that there is variation in the overall origin (persons of Hispanic origin may be of any race and ethnic composition of the study area race). (the more equal the representation between An estimated 9,850 businesses are located race and ethnicity, the higher the index value within the TJC North study area and employ would be, with 100 indicating “complete approximately 117,300 workers. In terms of Market Summary diversity”). As illustrated in the figure on the employed, the Health Care & Social previous page, just over 2021 one-fifth TJC: (21.6%) of the numbers North Typical 30-Minute Drive-Time  Assistance sector was the largest in the study  population within the study area is of Hispanic

area with just over 28,500 workers. This sector also accounted for an estimated 960 businesses. See Appendix for additional details and analysis included in the full market summary. | Page 2 of 2

SOURCE: ESRI

Businesses and Employment Sector Sector

Businesses Employment

Health Care Retail Education Accommodation

An estimated 9,850 businesses are located within the Market Area and they employed approximately

117,310 workers.

Other Serivces Manufacturing Professional Government Construction Finance Wholesale

In terms of employment, the

Health Care & Social Assistance sector was the

largest in the *Market Area with approximately 28,530 workers. This sector accounted for an estimated

960 businesses.

Information Real Estate Administrative Transportation Entertainment Unclassified Mining Agriculture Headquarters Utilities

PCT %

9.7% 15.7% 2.4% 7.0% 13.5% 2.7% 8.1% 2.7% 7.4% 6.6% 3.1% 1.7% 4.8% 3.2% 1.9% 1.6% 5.8% 0.8% 0.6% 0.3% 0.3%

Businesses Businesses

960 1,550 240 690 1,330 270 800 270 730 650 310 170 470 320 190 160 570 80 60 30 30

Employment



28,530 16,130 11,610 11,250 7,050 5,970 5,850 5,180 4,900 4,200 4,090 2,540 2,300 2,130 2,010 1,290 710 630 460 270 200

PCT

Occupations

24.3% 13.8% 9.9% 9.6% 6.0% 5.1% 5.0% 4.4% 4.2% 3.6% 3.5% 2.2% 2.0% 1.8% 1.7% 1.1% 0.6% 0.5% 0.4% 0.2% 0.2%

17.0% 27.7%

White Collar Blue Collar

55.3%

Services

Management

14.0%

Professional

20.9%

Sales

10.4%

Admin

10.0%

Farming

0.7%

Construction

7.3%

Maintenance

3.4%

Production

5.9%

Transportation

10.5%

* Market Area: Is the same as the region referenced in the YELLOW bar highlighted at the top of the page

Figure 63. Market Summary of Population within 30-Minute Drive Time to TJC North, Fall 2019: Business and Employment Statistics

TJC North | 175

10-Year Population Growth Analysis was conducted on the projected population growth, between years 2021 and 2031, of the age 18-to-64 cohort in order to understand the potential impact and opportunities for TJC North. The map on the following page illustrates the projected compound annual growth rate (CAGR) in the population age 18-to-64 cohort, by ZIP Code, through 2031. Those ZIP Codes with the greatest forecasted annual growth are indicated on the map in the darker blue shades. Some ZIP Codes also cover larger areas and are larger in size, relative to others, resulting in visual distortion. The adjacent tables identify: • Top five student residence ZIP Codes associated with TJC North, in the Fall 2019 semester, which are projected to have the greatest CAGR over the next 10 years • Projected CAGR of those ZIP Codes from which the TJC North had the highest enrollment The top five ZIP Codes from which students originated in Fall 2019 demonstrate TJC North’s localized draw with the majority of students coming from Lindale and the immediate vicinity. Among those with the highest CAGR, Forney is the greatest in both percent change and largest projected increase in number of potential community college students, age 18 to 64. Overall, the greatest CAGR (greater than 2.0%) is projected to the west, outside the Service Area, near the Dallas-Fort Worth metroplex

176 | TJC Comprehensive Master Plan

and the city of Forney. Around TJC North, the greatest increase is visible in Lindale and areas to the north, towards Emory, and south, along US Route 69 towards Tyler. Growth to the west,

in the vicinity of Van and Canton, along IH-20, is projected at approximately 0.6 percent per annum over the next 10 years.

Figure 64. Top Five Fall 2019 TJC North Student Residence ZIP Codes Ranked by Projected CAGR (2021-2031) of the Population Age 18-to-64 Cohort

ZIP Code (Post Office)

Fall 2019 Capture Rate Year 2021

Year 2031

Projected Delta CAGR (2021-2031) (2021-2031)

75126 (Forney)

0.003%

41,900

63,000

21,100

4.2%

76179 (Fort Worth) 0.002%

45,100

60,300

15,200

2.9%

75771 (Lindale)

0.3%

13,400

15,400

2,000

1.4%

79423 (Lubbock)

0.004%

24,400

27,600

3,200

1.2%

75704 (Tyler)

0.1%

6,500

7,300

800

1.2%

Population Age 18-64

Figure 65. Projected CAGR (2021-2031) of the Population Age 18-to-64 Cohort of the Top Five Fall 2019 TJC North Student Residence ZIP Codes Ranked by Enrollment

ZIP Code (Post Office)

Fall 2019 Capture Rate Year 2021

Projected Delta CAGR Year 2031 (2021-2031) (2021-2031)

75771 (Lindale)

0.3%

13,400

15,400

2,000

1.4%

75773 (Mineola)

0.2%

7,800

8,300

500

0.7%

75703 (Tyler)

0.03%

26,000

28,300

2,300

0.8%

75704 (Tyler)

0.1%

6,500

7,300

800

1.2%

75140 (Grand Saline)

0.2%

4,200

4,300

100

0.2%

Population Age 18-64

For both tables above, population values have been rounded to nearest hundred; Source: TJC Office of Registrar, ESRI and Facility Programming and Consulting

Population Growth Age 18-64 by ZIP Code, CAGR 2021-31 Tyler Junior College: TJC North and Neighboring Off-Campus Instructional Sites

U V 276

U V

Emory

U V

154

£ ¤ 69

U V 182

£ ¤ 271

Quitman

U V 154

U V 19

Wills Point

Grand Saline

155

£ ¤ 80

White 300 Gladewater Oak

110

Lindale

Van

243

U V

£ ¤

U V

Canton

U V

Hideaway

U V

271

U V 31

TJC WEST Chandler

Malakoff

U V

Athens

MAIN CAMPUS

V £ ¤U 110

U V

10 Miles

Source: ESRI and Facility Programming and Consulting

135

U V

£ ¤

Overton

U V

Off-Campus Instructional Sites

10 Miles 15 Miles 20 Miles

U V

259

323

Main Campus

£ ¤

322

155

Mile Radius 0

U V U V

Whitehouse

175

Kilgore

U V

Tyler

Gun Barrel City

135

Mabank

Longview

Liberty City

U V

198

U V

V £ ¤ U

TJC NORTH 20

274

259

U V

Mineola

U V

£ ¤

Gilmer

Henderson

Population Growth Age 18-64 ≤0.0% ≤0.5% ≤1.0%

≤1.5% ≤2.0% >2.0%

Map 44. TJC North Area Population Age 18-64 by ZIP Code, CAGR 2021-2031

TJC North | 177

Enrollment Projections Between Fall 2014 and Fall 2019, total enrollment at TJC North increased slightly, from approximately 150 students to 156. The top five declared majors or programs of study in the Fall 2019, comprising approximately 68.2 percent of the total, were: • Veterinary Technician • Vocational Nursing • General Studies • Pre-Nursing • Pre-Dental Hygiene Of the students included in this analysis, approximately 66.2 percent were enrolled at TJC North in on-campus, face-to-face courses only; the remainder were hybrid students enrolled in at least one on-campus and one exclusively online course simultaneously. For purposes of this study, if a student’s on-campus course also had an online component, they are considered an on-campus student.

To forecast future enrollment, multiple growth scenarios were developed to project how the headcount may change over the next 10 years at TJC North; each is depicted on the adjacent chart and described below: • Trend Line: Continued growth at historic enrollment (2014-2019) • 2019 Capture Rate: Ratio of Fall 2019 enrollment to the population age 18 to 64 within the TJC Service Area; the ratio is then multiplied against the projected growth of the specified 18-to-64 population for the next 10 years • Typical Drive Time: Percent projected change in growth (2021-2031) of the population age 18 to 64 within a 30-minute drive to TJC North; the percent is then multiplied against the Fall 2019 enrollment and carried forward • 12th Grade High School Graduation Growth: Percent historic change in growth (2014-2019) of the senior class graduation rate at all high schools in the TJC Service Area offering grades nine through 12 and with 25 or more graduates in 2019; the percent is then multiplied against the TJC Fall 2019 enrollment and carried forward • Average All Scenarios: Average of enrollment projected by year across all scenarios above

178 | TJC Comprehensive Master Plan

In each of these projections, the enrollment excludes dual credit students receiving instruction at another location and online-only growth. In addition, it considers only that of students who are attending on-campus only classes or at least one class on-campus in combination with one exclusively online course offering (hybrid). In general, when utilizing the average of all projection scenarios, enrollment at TJC North is projected to grow by approximately 17.6 percent with an increase in enrollment from 156 students in the Fall 2019 semester to approximately 180 students by the Fall 2031 (an approximately 1.4% growth per annum).

Total Unduplicated Fall Enrollment Projections Tyler Junior College: North (On Campus/ Hybrid Only)

Source: Tyler Junior College and Facility Programming and Consulting

300

Historic Enrollment

250

215

200

150

183 180 169 169

156

150

100

Average of All Scenarios

Projected Growth (2019-31) ■ Enrollment Increase: 27 ■ Total Percent Change: 17.6% ■ Annual Growth (CAGR): 1.4%

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2031

Based on 2014-2010 Trend Line 2019 Capture Rate Held Constant Based on 2014-19 Trend Line at 0.1%

201930-Minute Capture Rate Enrollment/Age 2019 College Service Area Held Population Age Typical Drive(2019 Time Population 18-64 CAGR 2021-2031 Constant at 18-64) 0.7% Held Constant at 0.1% Typical 30-Minute Drive-Time to Campus Population Age 18-64, CAGR 2021-31 Held Constant at 0.7%

12th Grade High School Graduation CAGR 2014-2019 Held Constant at 2.7%

12th Grade Grad Growth in Service Area (Institutions offering Grades 9-12 and Grads ≥25 in 2019), CAGR 2014-19 Held Constant at 2.7% Average of all Enrollment Projection Scenarios

Average of All Scenarios

Figure 66. TJC North Enrollment Projections (On-Campus/Hybrid Headcount) (2019 - 2031)

TJC North | 179

Space Demand The space projection model which follows assumes that TJC North will target a total enrollment of approximately 180 students oncampus by the year 2031, as presented earlier in this document. This headcount includes those students who are either 100% on-campus or those hybrid students who are engaged in at least one on-campus and one online course, concurrently. For planning purposes, the following assumptions were utilized to forecast the projected space need at TJC North. Figure 67. Space Need Planning Assumptions

Projected Value (2031) Student Headcount

180

Full-Time Student Equivalent

110

FTSE: Student Headcount

59.0%

FTE Faculty (1 per 7.5 FTSE)

FTE Staff (0.9 per FTE Faculty)

Building Efficiency

65%

Note: Values have been rounded; Source: TJC Office of Registrar and Facility Programming and Consulting

180 | TJC Comprehensive Master Plan

The table below identifies the predicted overall building area which will be required to support the projected 2031 enrollment. Figure 68. Projected 10-Year Space Need at TJC North

Type of Space

Projected E&G NASF Need

Instruction

8,900

Office

3,500

Library

110

Support

630

Projected GSF Need

Total E&G Need 13,100

20,200

Auxiliary Services

1,000

Total Need

21,200

Note: Total GSF calculated at 65% efficiency Square foot values have been rounded to nearest hundred; Source: THECB and Facility Programming and Consulting

According to building inventory data provided by TJC, the existing TJC North totaled approximately 8,000 gross square feet (GSF).

As of the Fall 2031, TJC North is predicted to require 20,200 GSF of building to support the projected enrollment. When this is compared to the current inventory, this translates into an additional 12,200 GSF to support the projected increase in enrollment. Approximately 1,000 GSF is recommended for auxiliary services, such as dining and recreation, to provide students with the enhanced college experience. In the short-term, enrollment growth in academic space can be accommodated with increased scheduling and utilization of existing classrooms and teaching labs. However, instructional space is not the only requirement to support enrollment growth. Additional area will be required in office (administrative and faculty), library/study space and general campus support. Should the institution decide to increase its program offerings at TJC North, additional space will be necessary. To support an initial enrollment of 300 students, approximately 33,000 E&G GSF would be needed.

TJC North | 181

EXISTING CONDITIONS & ANALYSIS Site Context

Wayfinding & Signage

TJC North is located at the north end of the Cannery Lindale development. It is in a building set back from Highway 69/N. Main Street. Other tenants in the development include various restaurants/food venues and retail establishments. A small park is located behind the development along N. Industrial Street. The site has ample parking, a pedestrian plaza and an outdoor event space located at the south end of the development.

The front and rear of the TJC North building include prominent TJC-branded signage. However, the building’s location, set back from the street, can make it hard for people to find as they drive along Highway 69/N. Main Street. The addition of a TJC sign along Highway 69/N. Main Street would help people locate the facility.

There may be an opportunity for TJC to utilize more space within the development.

182 | TJC Comprehensive Master Plan

Non TJC-Branded Signage TJC-Branded Signage

Map 45. TJC North - Wayfinding & Signage

Scale: N.T.S.

TJC North | 183

SPACE UTILIZATION The building utilization analysis included in this section provides a high-level analysis of the overall utilization of classrooms and class labs at TJC North in the Fall 2019 semester. TJC North’s current location within leased space at the Cannery Lindale mixed-use redevelopment means that its current footprint and its specialized program offerings, primarily in veterinary tech and nursing certification, provide only a limited capacity for enrollment growth. Overall preliminary analysis indicates TJC North has an adequate amount of teaching space to accommodate the potential enrollment growth over the next 10 years, assuming that

184 | TJC Comprehensive Master Plan

the program offerings remain the same, simply by increasing the average hours per week utilization and fill. However, should the institution desire to provide accommodations which allow students to complete their degree or certificate entirely at this location or expand beyond their current course offerings, additional general classroom, lab, office and support space will ultimately be necessary.

lege: TJC North

Classroom Utilization Note: Additional room-by-room data for each classroom discussed in this section is included in the Appendix.

Service Layer Credits: Source: Esri, Maxar, GeoEye, Earthstar Geographics, CNES/Airbus DS, USDA, USGS, AeroGRID, IGN, and the GIS User Community

l St t strialNSIndustria N Indu

112Co Rd 4112

l Brazie

TJCNTH

Overall classroom utilization at TJC North during the Fall 2019 semester was poor, averaging 16.0 percent. Of the two available classrooms, the average weekly utilization was approximately 17.5 hours per week, or 54.7 percent of the target 32 hours per week. The average capacity of a general classroom was 35 seats with an average enrollment of 10 students; this translates into an average fill rate of 29.3 percent, well below the target metric of 65 percent fill.

Service Layer Credits: Source: Esri, Maxar, GeoEye, Earthstar Geographics, CNES/Airbus DS, USDA, USGS, AeroGRID, IGN, and the GIS User Community

t Way rt Way Lamber a Lambe Miranda Mirand

lS Brazie

4 Co Rd

ert Ln

TJCNTH

69 N Hwy 69 N US

a Lamb

ert Ln

y US Hw

a Lamb

Building Utilization

100

200 Feet Source: ESRI and Facility Programming and Consulting

N/A

≤ 50%

< 75%

≥ 75%

Map 46. TJC North Overall Classroom Building Utilization, Fall 2019

hical representation only and based upon available information. Facility Programming and Consulting cannot be responsible for consequences resulting from error or omission in the information and graphical representations made hereon.

Building Utilization

100

200 Feet Source: ESRI and Facility Programming and Consulting

N/A

≤ 50%

< 75%

≥ 75%

LEGEND

█ Classroom Fill < THECB Target hical representation only and based upon available information. Facility Programming and Consulting cannot be responsible for consequences resulting from error or omission in the information and graphical representations made hereon. █ Classroom Fill >= THECB Target

Building TJCNTH

Total Rooms

Average Enrollment 10

Seat Count

THECB Target TJCNTH 108 TJCNTH 103

13 7

40 30

Difference from THECB Target

29.3% █ █

Average Hours Utilized Per Week 17.5

65.0% █ █ █ █ █ █

32.0

75.0% █ █ █ █ █ █ █

32.8% █ █ █ 24.7% █ █

20.0 15.0

(12.0) (17.0)

20.5% █ █ 11.6% █

Classroom Fill

█ Overall Utilization < 50% █ Overall Utilization 50% to 75% █ Overall Utilization > 75%

█ Weekly Hours < THECB Target █ Weekly Hours >= THECB Target

(Average Enrollment/ Station Capacity)

<32.0 Hours ⸽ >32.0 Hours

(14.5)

Overall Building/ Room Utilization (Function of Room Fill and Hourly Usage)

16.0% █

Figure 69. TJC North Overall Classroom Building Utilization, Fall 2019

TJC North | 185

If classrooms were utilized optimally, each would be in use at least 6.5 hours per day, Monday through Friday. Review of the average hours per day during which courses could be scheduled finds that, Monday through Thursday, classrooms were scheduled between 20 percent and 70 percent of the available hours with no scheduled classes Friday, Saturday or Sunday. Peak hours of utilization occurred between 2:00 pm and 8:00 pm, with a significant drop during the dinner hour. While

Room 108 is utilized throughout the day, Room 103 is primarily scheduled in the afternoons from 5:00 pm to 8:00 pm. Data indicate enrollment growth within the existing classroom inventory is possible without investment simply by increasing the hours per week that classrooms are scheduled (i.e., on Fridays, in the late afternoon and/or evenings during the week), as well as increasing class fill.

Building/ Classroom Usage by Time of Day

TJCNTH 103

Tyler Junior College: TJC North, Fall 2019

Building/ Room TJCNTH 103 Room Statistics Room Fill: 24.7% Average Hours Per Week: 15.0 Room Utilization: 11.6%

M T W R F S U

Day Monday Tuesday Wednesday Thursday Friday Saturday Sunday

2 6 AM 0 0 0 0 0 0 0

0 0 0 0 0 0 0

7 0 0 0 0 0 0 0

0 0 0 0 0 0 0

8 0 0 0 0 0 0 0

0 0 0 0 0 0 0

9 0 0 0 0 0 0 0

0 0 0 0 0 0 0

10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 12 11 10 11 NOON 1 2 3 4 5 6 7 8 9 10 PM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 0 0 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 0 0 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

37 HPD 3.00 4.00 3.00 4.00 -

NOTE: The Average Hours Per Week May or May Not Equal Hours Per Day (HPD) Due to Rounding

Figure 70. TJC North Classroom 103 Daily Use by Time of Day, Fall 2019

Building/ Classroom Usage by Time of Day

TJCNTH 108

Tyler Junior College: TJC North, Fall 2019

Building/ Room TJCNTH 108 Room Statistics Room Fill: 32.8% Average Hours Per Week: 20.0 Room Utilization: 20.5%

M T W R F S U

Day Monday Tuesday Wednesday Thursday Friday Saturday Sunday

2 6 AM 0 0 0 0 0 0 0

0 0 0 0 0 0 0

7 0 0 0 0 0 0 0

0 0 0 0 0 0 0

8 1 0 1 0 0 0 0

1 0 1 0 0 0 0

9 1 0 1 0 0 0 0

1 0 1 0 0 0 0

NOTE: The Average Hours Per Week May or May Not Equal Hours Per Day (HPD) Due to Rounding

10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 12 11 10 11 NOON 1 2 3 4 5 6 7 8 9 10 PM 1 0 0 0 1 1 0 0 0 0 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 0 0 0 1 1 1 1 1 1 0 0 0 0 0 0 1 1 1 1 1 1 0 0 0 0 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 0 0 0 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Figure 71. TJC North Classroom 108 Daily Use by Time of Day, Fall 2019

186 | TJC Comprehensive Master Plan

37 HPD 4.00 4.00 5.00 4.00 -

lege: TJC North

Class Lab Utilization Note: Additional room-by-room data for each class lab discussed in this section is included in the Appendix.

Service Layer Credits: Source: Esri, Maxar, GeoEye, Earthstar Geographics, CNES/Airbus DS, USDA, USGS, AeroGRID, IGN, and the GIS User Community

l St t strialNSIndustria N Indu

112Co Rd 4112

l Brazie

TJCNTH

According to the Fall 2019 semester data, only one class lab, Room 109, was available for scheduled courses. Because this lab supports instruction in both the vet tech and nursing programs, its utilization was good, averaging 65.0 percent overall. While the average weekly hours of utilization exceeded the state metric by five hours, the fill was approximately 54.2 percent with only 13 of the 24 seats occupied, on average.

Service Layer Credits: Source: Esri, Maxar, GeoEye, Earthstar Geographics, CNES/Airbus DS, USDA, USGS, AeroGRID, IGN, and the GIS User Community

t Way rt Way Lamber a Lambe Miranda Mirand

lS Brazie

4 Co Rd

ert Ln

TJCNTH

69 N Hwy 69 N US

a Lamb

ert Ln

y US Hw

a Lamb

Building Utilization

100

200 Feet Source: ESRI and Facility Programming and Consulting

N/A

≤ 50%

< 75%

≥ 75%

Map 47. TJC North Overall Class Lab Building Utilization, Fall 2019

Building Utilization

100

200 Feet Source: ESRI and Facility Programming and Consulting

N/A

≤ 50%

< 75%

≥ 75%

LEGEND

█ Class Lab Fill < THECB Target hical representation only and based upon available information. Facility Programming and Consulting cannot be responsible for consequences resulting from error or omission in the information and graphical representations made hereon. █ Class Lab Fill >= THECB Target

Building TJCNTH

Total Rooms

Average Enrollment 13

Seat Count

THECB Target TJCNTH 109

54.2% █ █ █ █ █

Average Hours Utilized Per Week 30.0

77.0% █ █ █ █ █ █ █

25.0

75.0% █ █ █ █ █ █ █

54.2% █ █ █ █ █

30.0

5.0

65.0% █ █ █ █ █ █

Class Lab Fill

24 24

█ Overall Utilization < 50% █ Overall Utilization 50% to 75% █ Overall Utilization > 75%

█ Weekly Hours < THECB Target █ Weekly Hours >= THECB Target

(Average Enrollment/ Station Capacity)

Difference from THECB Target <25.0 Hours ⸽ >25.0 Hours

5.0

Overall Building/ Room Utilization (Function of Room Fill and Hourly Usage)

65.0% █ █ █ █ █ █

Figure 72. TJC North Overall Class Lab Building Utilization, Fall 2019

TJC North | 187

Class labs are considered optimally utilized if they are scheduled at least five hours per day, Monday through Friday. At TJC North, this daily target was either met or exceeded Monday through Thursday, with the lab utilized between 50 percent and 100 percent of the available hours.

No labs were scheduled on Friday, Saturday or Sunday, indicating that there is some capacity to accommodate enrollment growth within this existing footprint simply by increasing the hours scheduled and the average enrollment. However, should the institution decide to expand course and degree offerings at this location, additional lab space to support various disciplines will likely be necessary.

Peak class lab demand during the Fall 2019 semester was generally from Monday through Thursday, primarily between the hours of 8:00 am and 3:00Class pm, with the Building/ Labadditional Usage bydemand Time ofinDay evening between 5:00 pm and 8:00 pm. TJCNTH 109 Tyler Junior College: TJC North, Fall 2019

Building/ Room TJCNTH 109 Room Statistics Room Fill: 54.2% Average Hours Per Week: 30.0 Room Utilization: 65.0%

M T W R F S U

Day Monday Tuesday Wednesday Thursday Friday Saturday Sunday

2 6 AM 0 0 0 0 0 0 0

0 0 0 0 0 0 0

7 0 0 0 0 0 0 0

0 0 0 0 0 0 0

8 1 0 1 0 0 0 0

1 0 1 0 0 0 0

9 1 0 1 0 0 0 0

1 0 1 0 0 0 0

NOTE: The Average Hours Per Week May or May Not Equal Hours Per Day (HPD) Due to Rounding

10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 12 11 10 11 NOON 1 2 3 4 5 6 7 8 9 10 PM 1 1 1 1 0 0 1 1 1 1 0 0 0 0 0 1 1 1 1 1 1 0 0 0 0 0 0 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 1 1 1 1 1 0 0 0 0 0 0 0 1 1 1 1 0 0 1 1 1 1 0 0 0 0 0 1 1 1 1 1 0 0 0 0 0 0 0 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Figure 73. TJC North Class Lab 109 Daily Use by Time of Day, Fall 2019

188 | TJC Comprehensive Master Plan

37 HPD 8.00 5.00 8.00 5.00 -

RECOMMENDATIONS Development of this Master Plan and recommendations for TJC North were based on a series of guiding principles that reflect TJC’s vision for the future. • Embrace the History of TJC • Improve the Student Experience • Connect and Integrate with Local Communities • Manage Growth and Expansion • Establish a Consistent TJC Experience Across Learning Sites • Enhance Landscaping and Outdoor Spaces

The following pages detail the recommendations by initiative type and tie in high-level associated construction cost estimates where projects have sufficient detail. These estimates do not include the interior building finish out such as furnishings and equipment. See the Technology Master Plan in the Appendix for technology-related recommendations and project budgets. Projects are not listed in a prioritized order. Rather, the order of implementation will be based on the timing of funding and development opportunities that arise.

TJC North is currently located in a high-quality facility. However, its location within leased space will ultimately limit the potential for growth and creation of outdoor site amenities similar to those found or proposed at TJC Main and TJC West. The long-term vision for TJC North is a larger, more robust learning site with a greater diversity of program offerings. In the near term, TJC should remain in the current location and work to grow enrollment. In the longer term, TJC will need to consider an alternate, larger location to accommodate the desired growth.

TJC North | 189

North Campus - Sign Location Plan

Wayfinding

Improved Wayfinding and Signage While the existing building signage at this location is visually prominent, the building’s location is less visible from Highway 69/N. Main Street. It is recommended that new wayfinding signage be installed along Highway 69/N. Main Street to improve visibility to passersby and reflect the improved signage standards recommended throughout the TJC system.

North Building

TJC North Building

B A

A B A B

North Building

A B

North Building

TJC North Building

190 | TJC Comprehensive Master Plan

Future TJC North Facility It is recommended that, in the near-term, TJC maintain its current Lindale location. In order to ultimately increase enrollment here, consideration should be given to expanding core curriculum classes offered at this location. In the long-term, once enrollment has sufficiently grown, a new facility will be necessary to support the current programs and the added general education program. This future facility should support a target enrollment growth to 300 students by 2031. This target is set based on projected growth of existing programs and the addition of general education courses. The proposed building is sized based on 30 percent General Education, 50 percent Vocational Nursing and 20 percent Veterinary Technician courses.

The facility should be a one- or two-story building with approximately 33,000 GSF for general classrooms, faculty/staff offices, veterinary technician lab and educational spaces, nursing educational spaces, conference room, student lounge, study spaces, and graband-go style food service. The future site should have space for adequate parking and a small, shaded outdoor gathering area for students and faculty. Cost Estimate: $24,850,600

(Total construction cost based on 2022 values)

TJC North | 191

192 | TJC Comprehensive Master Plan

TJC Jacksonville

TJC Jacksonville | 193

INTRODUCTION TJC Jacksonville is located towards the south end of TJC’s service area in Jacksonville, TX. The learning site is located on the fourth floor of the UT Health Jacksonville Medical Plaza which was recently acquired by a for-profit entity. The building is situated in a primarily commercial area. TJC Jacksonville is located 29 miles south of TJC Central, 33 miles south of TJC West, 46 miles south of TJC North and 13 miles north of TJC Rusk. This learning site provides the communities in the area with access to primarily nursing and medical-related programs, among others. There were approximately 65 students enrolled at this location in the Fall 2019 semester. To the everyday person passing this location, there is very little to indicate that TJC has a presence here.

194 | TJC Comprehensive Master Plan

TJC Jacksonville Hallway

TJC Jacksonville Class Lab

TJC Jacksonville Classroom

TJC Jacksonville Library Services Desk

TJC Jacksonville | 195

DEMOGRAPHICS & ENROLLMENT

Student Residence Density

U V

Tyler Junior College: TJC Jacksonville Campus, Fall 2019

Demographic Analysis

U V

Note: Full-size versions of the maps in this section are included in the Appendix for reference.

TJC Jacksonville, located on the fourth floor of the UT Health Jacksonville Medical Plaza, focuses its instruction in nursing. Because of its specialized program offering and location in the southern extents of the TJC Service Area, the site draws the majority of its population from within the Service Area and the immediate region. As of the Fall 2019, only 20 percent of the TJC Jacksonville on-campus/hybrid students originated from outside the TJC Service Area. Of those students, just over one-half originated within the service area of Angelina College, to the south. Student residency density for the Fall 2019 is plotted on the adjacent map. Each green dot represents the location of a student address. In instances where students have the same address, one dot is placed on top of the other, therefore giving a distorted perspective of student resident density. Regardless, one can begin to visualize clusters of student residences by geocoding all of the student addresses which were associated with the campus. Note that the geocoded residences represent the address provided to the TJC Office of Registrar at the time of enrollment; it neither indicates a student’s current address nor implies that the student is commuting from that address to the campus.

196 | TJC Comprehensive Master Plan

U V 31

U V

MAIN CAMPUS

TJC WEST

U V

Chandler

U V

110

U V

Bullard

£ ¤

U V 43

U V 323

135

322

259

Whitehouse

Athens

U V

£ ¤

Overton

U V 42

Henderson

£ ¤ 79

175

£ ¤ 69

U V

Jacksonville

TJC JACKSONVILLE

£ ¤

U V 315

U V

£ ¤

110

U V

155

£ ¤ 287

£ ¤ 79

TJC RUSK

£ ¤ 84

294

£ ¤ 259

Rusk

£ ¤ 59

¤ U V £

204

£ ¤

Palestine

£ ¤

U V

287

U V 21

U V

Nacogdoches

294

Mile Radii 0

10 Miles

Source: ESRI and Facility Programming and Consulting

Main Campus Off-Campus Instructional Sites

Student Residence Service Area

10 Miles 15 Miles 20 Miles

Map 48. TJC Jacksonville Student Residency Density: Unduplicated Headcount, Fall 2019

Student Residence Density by ZIP Code

U V

Tyler Junior College: TJC Jacksonville Campus, Fall 2019

U V

MAIN CAMPUS

TJC WEST

U V

Chandler

U V

110

U V

Bullard

£ ¤

U V

Residency may also be illustrated using the physical home address of a student at TJC Jacksonville rolled up by ZIP Code. Those areas with the darker shading, on the adjacent map, indicate a higher density.

U V 323

135

Student Residency by ZIP Code

322

259

Whitehouse

Athens

U V

£ ¤

Overton

U V

Henderson

£ ¤ 79

175

Figure 74. Top Five ZIP Codes of TJC Jacksonville Student Residency, Fall 2019

£ ¤ 69

U V

Jacksonville

TJC JACKSONVILLE

£ ¤

U V 315

U V

£ ¤

110

U V

155

£ ¤ 287

£ ¤ 79

TJC RUSK

£ ¤ 84

£ ¤

294

204

£ ¤ 259

Rusk

£ ¤ 59

¤ U V £

U V

£ ¤

Palestine

287

ZIP Code (Post Office)

U V 21

U V

Nacogdoches

294

Mile Radius 0

10 Miles

Source: ESRI and Facility Programming and Consulting

Main Campus Off-Campus Instructional Sites

10 Miles 15 Miles 20 Miles

Students by ZIP Code ≤0 ≤5

≤10 ≤18

Map 49. TJC Jacksonville Student Residency by ZIP Code: Unduplicated Headcount, Fall 2019

Count Cumulative (% of Total) Percent

75766 (Jacksonville) 18 (27.7%)

27.7%

75785 (Rusk)

9 (13.8%)

41.5%

75703 (Tyler)

6 (9.2%)

50.8%

75762 (Flint)

4 (6.2%)

56.9%

75707 (Tyler)

3 (4.6%)

61.5%

Source: TJC Office of Registrar, ESRI and Facility Programming and Consulting

ZIP Codes with the greatest density of students are primarily located in the vicinity of Jacksonville and Rusk. Additional pockets of density are located north, in proximity to Bullard, west, towards Athens and Palestine, and east, towards Henderson and into Nacogdoches County. Similar to the dot map presented earlier, mapping student residence by ZIP Codes may lead to visual distortions due to the non-uniform size of ZIP Code areas. Of the top five ZIP Codes of origin, noted in the table above, the majority of the students listed their residence in Jacksonville, followed by Rusk.

TJC Jacksonville | 197

Student Drive Time and Distance Unlike TJC Central, on-campus student housing is not provided at TJC Jacksonville. All students who attend this off-campus instructional site commute in for classes. The map on the next page illustrates the location of TJC Jacksonville and the approximate time one may typically experience when traveling from areas within 10, 15 and 20 miles to the site. TJC North is located beyond the map extent and therefore not visible. In the Fall 2019, 65 students were enrolled in on-campus or hybrid/blended courses at TJC Jacksonville. Nearly one-half of these (43.0%) declared their residence within a 15-mile radius and less than 20-minute drive. Despite the regional draw of this location, over one-third of the students attending TJC Jacksonville still travel more than 30 minutes for class and approximately one-half reside more than 20 miles from this instructional site.

198 | TJC Comprehensive Master Plan

Figure 75. Typical Distance and Average Drive-Time of Student from Residence to TJC North, Fall 2019

Distance (Miles)

% of Total

Drive Time % of (Minutes) Total

≤ 10

29.2%

≤ 20

44.6%

≤ 15

13.8%

≤ 25

10.8%

≤ 20

12.3%

≤ 30

9.2%

> 20

44.6%

> 30

35.4%

Source: TJC Office of Registrar, ESRI and Facility Programming and Consulting

TJC Jacksonville Catchment Area Because of the specialized nature of its instruction, TJC Jacksonville draws students from all parts of the TJC Service Area and a distinct catchment area, as was able to be defined at TJC Central, is difficult to identify. Instead, when examining the existing market for TJC Jacksonville and its potential growth, the population within the 30-minute drive time was utilized. The market summary on the pages which follow discusses the demographic composition of the population within this drive time.

Mile Radii Distances and Typical Drive-Times to TJC Jacksonville

U V

Tyler Junior College: TJC Jacksonville and Neighboring Off-Campus Instructional Sites

U V

MAIN CAMPUS

TJC WEST

U V

Chandler

U V

110

322

U V

U V 323

U V

Bullard

£ ¤

U V

135

259

Whitehouse

Athens

£ ¤

Overton

Henderson

£ ¤ 79

175

£ ¤ 69

U V

Jacksonville

TJC JACKSONVILLE

U V

£ ¤

110

155

287

£ ¤ 79

TJC RUSK

£ ¤ 84

£ ¤

294

204

£ ¤ 259

Rusk

£ ¤ 59

¤ U V £

U V

£ ¤

Palestine

315

U V

£ ¤

U V

287

10 Miles

Source: ESRI and Facility Programming and Consulting

U V 21

U V

Nacogdoches

294

Main Campus Off-Campus Instructional Sites

Mile Radius

Drive-Times

10 Miles 15 Miles 20 Miles

20 Min. 25 Min. 30 Min.

Map 50. Mile Radii Distances and Typical Drive Times to TJC Jacksonville

TJC Jacksonville | 199

Market Summary

18-to-64 cohort is expected to increase at an annual rate of 0.6 percent from 2021 to 2031, approximating the same growth anticipated, for the same age group in both the TJC Service Area and Taxing District.

By the year 2031, the total population within the 30-minute drive time to TJC Jacksonville is projected to approach 171,300. Of this population, approximately 56.5 percent will Market Summary be in the age group 18 to 64, the predominant More than two-thirds of the population (63.0%) 2021  TJC: Jacksonville Typical 30-Minute Drive-Time  community college target market. This age age 25 and older within the study area has

graduated high school and/or received some college education or advanced degree. This percent is approximately 3 percent higher than that of both the TJC Service Area and the Taxing District. Although the large majority of the population | Page 1 of 2 SOURCE: ESRI associates as “white,” the Diversity Index

Total Population

Age Groups 18-64 58.4% ≤14 15-17

19.4%

3.6%

≥65

139,200

2021

156,600

2031

171,300 10-Yr Projected CAGR

22.1%

0.9%

10.7%

12.2%

91,500

2021

96,800

2031

36.4%

Diversity 57.6 Index

10-Yr Projected CAGR

White

1.8%

83,100

2010

18.6%

Race/ Ethnicity

Population Age 18-64

18-34 35-64

2010

0.6%

Black Asian

16.2%

Other

75.3%

Hispanic

Educational Attainment No High School 12.0% High School Degree or Equivalent 25.1%

Households

Some College, No Degree 24.4%

59,500 Total

$191,600

Associates Degree 10.0%

38.6%

Home Value

Bachelor's Degree 18.9% Graduate Degree

9.7%

Figure 76. Market Summary of Population within 30-Minute Drive Time to TJC Jacksonville, Fall 2019: Population Statistics

200 | TJC Comprehensive Master Plan

Income

$58,600

Median HH Income

$29,900

Per Capita Income /

indicates that there is variation in the overall population within the TJC Jacksonville study race and ethnic composition of the study area area is of Hispanic origin (persons of Hispanic (the more equal the representation between origin may be of any race). race and ethnicity, the higher the index value An estimated 5,400 businesses are located would be, with 100 indicating “complete within the study area and employ approximately Market Summary diversity”). As illustrated in the figure on the workers. In terms of numbers employed, previous page, less than2021 one-fifthTJC: (16.2%) of the 51,200 Jacksonville Typical 30-Minute Drive-Time  the Retail sector was the largest in the study 

area with just over 8,700 workers. This sector also accounted for an estimated 900 businesses. See Appendix for additional details and analysis included in the full market summary. | Page 2 of 2

SOURCE: ESRI

Businesses and Employment Sector Sector

Businesses Employment

Retail Health Care Accommodation Education

An estimated 5,400 businesses are located within the Market Area and they employed approximately

51,190 workers.

Construction Government Manufacturing Other Serivces Professional Finance Wholesale

In terms of employment, the Retail Trade sector was the largest in the *Market Area with approximately 8,740 workers. This sector accounted for an estimated

900 businesses.

Real Estate Administrative Information Transportation Entertainment Mining Utilities Agriculture Unclassified Headquarters

PCT %

16.7% 7.7% 6.9% 2.4% 8.0% 4.0% 3.1% 12.9% 7.7% 6.7% 2.7% 5.3% 3.0% 1.8% 1.9% 1.5% 0.5% 0.5% 1.1% 5.5% 0.2%

Businesses Businesses

900 420 370 130 430 210 170 690 420 360 150 280 160 100 100 80 30 30 60 300 10

Employment



8,740 6,580 6,050 4,680 3,840 3,730 2,990 2,860 2,480 2,000 1,760 1,130 1,030 820 820 670 310 270 200 140 100

PCT

Occupations

17.1% 12.8% 11.8% 9.1% 7.5% 7.3% 5.8% 5.6% 4.9% 3.9% 3.4% 2.2% 2.0% 1.6% 1.6% 1.3% 0.6% 0.5% 0.4% 0.3% 0.2%

15.7% 23.8%

White Collar Blue Collar

60.4%

Services

Management

15.0%

Professional

24.8%

Sales

10.3%

Admin

10.3%

Farming Construction

0.7% 6.6% 2.6%

Maintenance Production

5.8%

Transportation

8.1%

* Market Area: Is the same as the region referenced in the YELLOW bar highlighted at the top of the page

Figure 77. Market Summary of Population within 30-Minute Drive Time to TJC Jacksonville, Fall 2019: Business and Employment Statistics

TJC Jacksonville | 201

10-Year Population Growth Analysis was conducted on the projected population growth, between years 2021 and 2031, of the age 18-to-64 cohort in order to understand the potential impact and opportunities for TJC Jacksonville. The map on the following page illustrates the projected compound annual growth rate (CAGR) in the population age 18-to-64 cohort, by ZIP Code, through 2031. Those ZIP Codes with the greatest forecasted annual growth are indicated on the map in the darker blue shades. However, as noted earlier, some ZIP Codes also cover larger areas and are larger in size, relative to others, resulting in visual distortion. The adjacent tables identify: • Top five student residence ZIP Codes associated with TJC Jacksonville, in the Fall 2019 semester, which are projected to have the greatest CAGR over the next 10 years • Projected CAGR of those ZIP Codes from which the off-campus instructional site had the highest enrollment The top five ZIP Codes from which students originated in Fall 2019 demonstrate TJC Jacksonville’s localized draw with the majority of students coming from either Jacksonville, Rusk or the immediate vicinity. Among those with the highest CAGR, three Tyler ZIP Codes (75704, 75706, and 75708) are projected to have the greatest percent change; however, Whitehouse is projected to have the largest

202 | TJC Comprehensive Master Plan

increase in number of potential community college students, age 18 to 64. Overall, the greatest CAGR (greater than 1.0%) is projected north along US Route 69 towards Tyler. The target population in the immediate

vicinity of TJC Jacksonville is projected to grow around 0.1 percent per annum, over the next 10 years. Nearly one-third of the TJC Jacksonville Fall 2019 enrollment originated from this area.

Figure 78. Top Five Fall 2019 TJC Jacksonville Student Residence ZIP Codes Ranked by Projected CAGR (2021-2031) of the Population Age 18-to-64 Cohort

ZIP Code (Post Office)

Population Age 18-64 Fall 2019 Capture Rate Year 2021 Year 2031

Projected Delta CAGR (2021-2031) (2021-2031)

75704 (Tyler)

0.02%

6,500

7,300

800

1.2%

75706 (Tyler)

0.03%

6,100

6,900

800

1.2%

75708 (Tyler)

0.02%

4,900

5,500

600

1.1%

75791 (Whitehouse) 0.01%

9,600

10,600

1,000

1.0%

75707 (Tyler)

8,900

9,700

800

0.9%

0.03%

Figure 79. Projected CAGR (2021-2031) of the Population Age 18-to-64 Cohort of the Top Five Fall 2019 TJC Jacksonville Student Residence ZIP Codes Ranked by Enrollment

ZIP Code (Post Office)

Year 2031

Projected Delta CAGR (2021-2031) (2021-2031)

Population Age 18-64

Fall 2019 Capture Rate Year 2021

75766 (Jacksonville) 0.1%

17,200

18,100

900

0.5%

75785 (Rusk)

0.1%

7,700

8,000

300

0.4%

75703 (Tyler)

0.02%

26,000

28,300

2,300

0.8%

75762 (Flint)

0.05%

8,000

8,600

600

0.7%

75707 (Tyler)

0.03%

8,900

9,700

800

0.9%

For both tables above, population values have been rounded to nearest hundred; Source: TJC Office of Registrar, ESRI and Facility Programming and Consulting

Population Growth Age 18-64 by ZIP Code, CAGR 2021-31

U V

Tyler Junior College: TJC Jacksonville and Neighboring Off-Campus Instructional Sites

U V

MAIN CAMPUS

TJC WEST

U V

Chandler

U V

110

322

U V

U V 323

U V

Bullard

£ ¤

U V

135

259

Whitehouse

Athens

£ ¤

Overton

Henderson

£ ¤ 79

175

£ ¤ 69

U V

£ ¤

Jacksonville

U V

£ ¤

110

U V

155

287

£ ¤ 79

TJC RUSK

£ ¤ 84

£ ¤

294

204

Source: ESRI and Facility Programming and Consulting

259

Rusk

£ ¤ 59

U V 21

287

U V

Nacogdoches

294

Mile Radius 10 Miles

£ ¤

¤ U V £

U V

£ ¤

Palestine

315

TJC JACKSONVILLE

£ ¤

U V

Main Campus Off-Campus Instructional Sites

10 Miles 15 Miles 20 Miles

Population Growth Age 18-64 ≤0.0% ≤0.5% ≤1.0%

≤1.5% ≤2.0% >2.0%

Map 51. TJC Jacksonville Area Population Age 18-64 by ZIP Code, CAGR 2021-2031

TJC Jacksonville | 203

Enrollment Projections Between Fall 2014 and Fall 2019, total enrollment at TJC Jacksonville increased significantly, averaging approximately 11.3 percent increase per annum, from approximately 40 students to 65. The top five declared majors or programs of study in the Fall 2019, comprising approximately 90.1 percent of the total, were: • Nursing • Pre-Nursing • General Studies • Pre-Diagnostic Medical Sonography • Dental Hygiene Of the students included in this analysis, approximately 69.2 percent were enrolled at TJC Jacksonville in on-campus, face-to-face courses only. The remainder were hybrid students enrolled in at least one on-campus and one exclusively online course simultaneously. For purposes of this study, if a student’s oncampus course also had an online component, they are considered an on-campus student.

To forecast future enrollment, multiple growth scenarios were developed to project how the headcount may change over the next 10 years at TJC Jacksonville; each is depicted on the adjacent chart and described below: • Trend Line: Continued growth at historic enrollment (2014-2019) • 2019 Capture Rate: Ratio of Fall 2019 enrollment to the population age 18 to 64 within the TJC Service Area; the ratio is then multiplied against the projected growth of the specified 18-to-64 population for the next 10 years • Typical Drive Time: Percent projected change in growth (2021-2031) of the population age 18 to 64 within a 30-minute drive to TJC Jacksonville; the percent is then multiplied against the Fall 2019 enrollment and carried forward • 12th Grade High School Graduation Growth: Percent historic change in growth (2014-2019) of the senior class graduation rate at all high schools in the TJC Service Area offering grades nine through 12 and with 25 or more graduates in 2019; the percent is then multiplied against the TJC Fall 2019 enrollment and carried forward • Average All Scenarios: Average of enrollment projected by year across all scenarios above

204 | TJC Comprehensive Master Plan

In each of these projections, the enrollment excludes dual credit students receiving instruction at another location and online-only growth. In addition, it considers only that of students who are attending on-campus only classes or at least one class on-campus in combination with one exclusively online course offering (hybrid). In general, when utilizing the average of all projection scenarios, enrollment at TJC Jacksonville is projected to grow by approximately 46.5 percent with an increase in enrollment from 65 students in the Fall 2019 semester to approximately 95 students by the Fall 2031 (an approximately 3.2% growth per annum).

Total Unduplicated Fall Enrollment Projections Tyler Junior College: Jacksonville (On Campus/ Hybrid Only) Source: Tyler Junior College and Facility Programming and Consulting

160

151 140

120

100

95 89

70 70

Average of All Scenarios

Projected Growth (2019-31) ■ Enrollment Increase: 30 ■ Total Percent Change: 46.5% ■ Annual Growth (CAGR): 3.2%

Historic Enrollment -

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2031

Based on 2014-2010 Trend Line

Based on 2014-19 Trend Line at 0.03% 2019 Capture Rate Held Constant 201930-Minute Capture Rate Enrollment/Age 2019 College Service Area Held Population Age Typical Drive(2019 Time Population 18-64 CAGR 2021-2031 Constant at 18-64) 0.6% Held Constant at 0.0% Typical 30-Minute Drive-Time to Campus Population Age 18-64, CAGR 2021-31 Held Constant at 0.6%

12th Grade High School Graduation CAGR 2014-2019 Held Constant at 2.7%

12th Grade Grad Growth in Service Area (Institutions offering Grades 9-12 and Grads ≥25 in 2019), CAGR 2014-19 Held Constant at 2.7% Average of all Enrollment Projection Scenarios

Average of All Scenarios

Figure 80. TJC Jacksonville Enrollment Projections (On-Campus/Hybrid Headcount) (2019 - 2031)

TJC Jacksonville | 205

Space Demand According to building inventory data provided by TJC, the existing TJC Jacksonville totaled approximately 4,500 gross square feet (GSF). This leased space includes general classrooms and class labs specific to the nursing program, as well as several faculty offices.

The table below identifies the predicted overall building area which will be required to support the projected 2031 enrollment. Figure 82. Projected 10-Year Space Need at TJC Jacksonville

The space projection model which follows assumes that TJC Jacksonville will target a total enrollment of approximately 95 students oncampus by the year 2031, as presented earlier in this document. This headcount includes those students who are either 100% on-campus or those hybrid students who are engaged in at least one on-campus and one online course, concurrently. For planning purposes, the following assumptions were utilized to forecast the projected space need at TJC Jacksonville.

Type of Space

Projected E&G NASF Need

Instruction

4,100

Office

1,800

Library

Support

300

Figure 81. Space Need Planning Assumptions

Note: Total GSF calculated at 65% efficiency Square foot values have been rounded to nearest hundred; Source: THECB and Facility Programming and Consulting

Projected Value (2031) Student Headcount

Full-Time Student Equivalent

FTSE: Student Headcount

48.2%

FTE Faculty (1 per 6.1 FTSE)

FTE Staff (0.9 per FTE Faculty)

Building Efficiency

65%

Note: Values have been rounded; Source: TJC Office of Registrar and Facility Programming and Consulting

206 | TJC Comprehensive Master Plan

Projected GSF Need

Total E&G Need 6,300

9,700

Auxiliary Services

400

Total Need

10,100

As of the Fall 2031, TJC Jacksonville is predicted to require 9,700 GSF of building to support the projected enrollment. When this is compared to the current inventory, this translates into an additional 5,200 GSF to support the projected increase in enrollment. Approximately 400 GSF is recommended for auxiliary services, such as dining and recreation, to provide students with the enhanced college experience. If the program remains in operation at its current location, short-term enrollment growth may be accommodated in the existing academic space through increased scheduling and utilization of existing classrooms and teaching labs. However, additional area will also be required in office (administrative and faculty) and library/study space. For efficiencies in both utilization and instruction, consideration may be given to co-locating this program with those offered at nearby TJC Rusk. If facilities were to be colocated and program offerings remain constant, this would require a total E&G need of approximately 14,400 GSF. Inclusion of auxiliary space would increase the total need to 15,100 GSF.

TJC Jacksonville | 207

EXISTING CONDITIONS & ANALYSIS Site Context

Wayfinding & Signage

TJC Jacksonville is located on the fourth floor of the UT Health Jacksonville Medical Plaza. The primary entrance to the building is on S. Ragsdale Street, behind a prominent driveway and large water feature located along Highway 69/S. Jackson Street. Other nearby uses include various commercial and fast food establishments. Site parking is located in front the building in three lots along S. Ragsdale Street.

There are currently no exterior signs indicating that TJC has a presence at this location, though UT Health has prominent signage along Highway 69/S. Jackson Street and S. Ragsdale Street. Once people enter the fourth floor, TJC signage is visible. Signage is understated and some of the signs include an old TJC logo.

208 | TJC Comprehensive Master Plan

Informational Signage Non TJC-Branded Signage

Map 52. TJC Jacksonville - Wayfinding & Signage

Scale: N.T.S.

TJC Jacksonville | 209

Classroom Utilization by Building, Fall 2019

Tyler Junior College: TJC Jacksonville SPACE UTILIZATION

The building utilization analysis included in averaging 16.9 percent. Of the two available use Monday, Wednesday and Thursday for es och this section provides a high-level analysis classrooms, the average weeklygd utilization was between three to five hours in the evening. o of the overall utilization of classrooms at approximately 6.0 hours N per or 18.8 Peak hours were between 5:00 pm and 8:00 acweek, TJC Jacksonville in the Fall 2019 semester. percent of the target 32 hours per week. The pm. No classes were scheduled the remaining According to data provided, no class labs were average capacity of a general classroom was days of the week. available for scheduled courses. However, 27 seats with an average enrollment of 24 Data indicate enrollment growth within the students enrolled in courses in the general students; this translates into an average fill existing classroom inventory is possible without classrooms oftenTyler also simultaneously utilizeTJC the Jacksonville rate of 88.9 percent. Review of the average Junior College: investment simply by increasing the hours per nursing skills simulation labs. hours per day during which courses could be week classrooms are scheduled. scheduled finds that classrooms were only in Because of its current location within t leased space at UT Health Jacksonville and s S JVILLE e its specialized program offerings, primarily h Service Layer Credits: Source: Esri, Maxar, c do GeoEye, Earthstar Geographics, in nursing, TJC Jacksonville has a limited g co CNES/Airbus DS, USDA, USGS, AeroGRID, capacity for enrollment growth. Overall Na IGN, and the GIS User Community preliminary analysis indicates TJC Jacksonville has an adequate amount of teaching space to accommodate the potential enrollment growth over the next 10 years, assuming that the program offerings remain the same, simply by increasing the average hours per week utilization and fill. However, should the institution desire to provide accommodations which allow students to complete their degree JVILLE Service Layer Credits: Source: Esri, Maxar, or certificate entirely at this location or GeoEye, Earthstar Geographics, expand beyond their current course offerings, CNES/Airbus DS, USDA, USGS, AeroGRID, additional general classroom, lab, office and IGN, and the GIS User Community support space will ultimately be necessary.

ack

son

3 FM

Classroom Utilization by Building, Fall 2019 47

S ain

son

t le S

ack

da ags

y Hw US

3 FM

S ain

t le S

S Bolton St

Overall classroom utilization at TJC Jacksonville during the Fall 2019 semester was poor,

da ags

Note: Additional room-by-room data for each classroom discussed in this section is included in the Appendix.

y Hw US

S Bolton St

Classroom Utilization

100

200 Feet Source: ESRI and Facility Programming and Consulting

Building Utilization N/A

≤ 50%

< 75%

≥ 75%

Map 53. TJC Jacksonville Overall Classroom Building Utilization, Fall 2019

210 | TJC Comprehensive Master Plan

LEGEND █ Classroom Fill < THECB Target █ Classroom Fill >= THECB Target

Building JVILLE

Total Rooms

Average Enrollment 24

Seat Count

THECB Target JVILLE 7 JVILLE 9

24 24

88.9% █ █ █ █ █ █ █ █

Average Hours Utilized Per Week 6.0

65.0% █ █ █ █ █ █

32.0

75.0% █ █ █ █ █ █ █

80.0% █ █ █ █ █ █ █ █ 100.0% █ █ █ █ █ █ █ █ █ █

6.0 6.0

(26.0) (26.0)

15.0% █ 18.8% █

Classroom Fill

(Average Enrollment/ Station Capacity)

27 30 24

█ Overall Utilization < 50% █ Overall Utilization 50% to 75% █ Overall Utilization > 75%

█ Weekly Hours < THECB Target █ Weekly Hours >= THECB Target

Difference from THECB Target <32.0 Hours ⸽ >32.0 Hours

(26.0)

Overall Building/ Room Utilization (Function of Room Fill and Hourly Usage)

16.7% █

Figure 83. TJC Jacksonville Overall Classroom Building Utilization, Fall 2019

Building/ Classroom Usage by Time of Day

JVILLE 7

Tyler Junior College: Jacksonville, Fall 2019

Building/ Room JVILLE 7 Room Statistics Room Fill: 80.0% Average Hours Per Week: 6.0 Room Utilization: 15.0%

M T W R F S U

Day Monday Tuesday Wednesday Thursday Friday Saturday Sunday

2 6 AM 0 0 0 0 0 0 0

0 0 0 0 0 0 0

7 0 0 0 0 0 0 0

0 0 0 0 0 0 0

8 0 0 0 0 0 0 0

0 0 0 0 0 0 0

9 0 0 0 0 0 0 0

0 0 0 0 0 0 0

10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 12 11 10 11 NOON 1 2 3 4 5 6 7 8 9 10 PM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

37 HPD 3.00 3.00 -

NOTE: The Average Hours Per Week May or May Not Equal Hours Per Day (HPD) Due to Rounding

Figure 84. TJC Jacksonville Classroom 7 Daily Use by Time of Day, Fall 2019

Building/ Classroom Usage by Time of Day

JVILLE 9

Tyler Junior College: Jacksonville, Fall 2019

Building/ Room JVILLE 9 Room Statistics Room Fill: 100.0% Average Hours Per Week: 6.0 Room Utilization: 18.8%

M T W R F S U

Day Monday Tuesday Wednesday Thursday Friday Saturday Sunday

2 6 AM 0 0 0 0 0 0 0

0 0 0 0 0 0 0

7 0 0 0 0 0 0 0

0 0 0 0 0 0 0

8 0 0 0 0 0 0 0

0 0 0 0 0 0 0

9 0 0 0 0 0 0 0

0 0 0 0 0 0 0

10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 12 11 10 11 NOON 1 2 3 4 5 6 7 8 9 10 PM 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

37 HPD 3.00 3.00 -

NOTE: The Average Hours Per Week May or May Not Equal Hours Per Day (HPD) Due to Rounding

Figure 85. TJC Jacksonville Classroom 9 Daily Use by Time of Day, Fall 2019

TJC Jacksonville | 211

RECOMMENDATIONS Development of this Master Plan and recommendations for TJC Jacksonville were based on a series of guiding principles that reflect TJC’s vision for the future. • Embrace the History of TJC • Improve the Student Experience • Connect and Integrate with Local Communities • Manage Growth and Expansion • Establish a Consistent TJC Experience Across Learning Sites • Enhance Landscaping and Outdoor Spaces TJC Jacksonville’s location in leased space within a for-profit medical center limits the potential for improvements and expansion. There is also a chance that the institution will ultimately ask TJC to leave in order to make use of the fourth floor. The near-term recommendation is to implement signage updates to better reflect the current TJC brand. In the long-term, if TJC chooses to continue educational programs in the region of Jacksonville and Rusk, it is recommended that courses taught at the two locations be

212 | TJC Comprehensive Master Plan

consolidated into a larger facility for greater efficiency in utilization and instruction. To the extent possible, it is recommended that improved aesthetics, technology and additional improvements, such as a small outdoor space, be included to provide an enhanced student experience akin to the experience on other TJC learning sites. The following page details the recommendations for TJC Jacksonville and tie in high-level associated construction cost estimates where projects have sufficient detail. These estimates do not include the interior building finish out such as furnishings and equipment. See the Technology Master Plan in the Appendix for technology-related recommendations and project budgets.

Improved Wayfinding

Future Consolidated Location

As this learning site is located within UT Health Jacksonville, opportunities for exterior wayfinding and signage improvements are likely limited. However, once users enter the fourth floor of the medical center, TJC signage is visible. As TJC implements signage improvements throughout its various learning sites, upgrades to signage at this location should be considered. This may include updating some signage to reflect the current TJC logo.

As previously mentioned, near-term projected enrollment growth can be accommodated at TJC Jacksonville’s current location. However, additional support space (office, library/ study space) will be needed. As TJC considers the future of the Jacksonville location, consideration should be given to seeking out a single, consolidated location to support the nursing programs that are currently offered in Jacksonville and Rusk. A new, consolidated location should be a one- or two-story building with approximately 15,000 GSF for general classrooms, simulation labs, administrative/ faculty offices and informal study areas. The site should include space for parking to support the target enrollment of 112 students and possibly a small, shaded outdoor space. Cost Estimate: $9,998,400

(Total construction cost based on 2022 values)

TJC Jacksonville | 213

214 | TJC Comprehensive Master Plan

TJC Rusk

TJC Rusk | 215

INTRODUCTION TJC Rusk is located at the south end of TJC’s service area in Rusk, TX. The learning site is located in a standalone building at the rear of the Rusk State Hospital campus. TJC Rusk is located 41 miles south of TJC Central, 45 miles south of TJC West, 59 miles south of TJC North and 13 miles south of TJC Jacksonville. This learning site provides instruction in the vocational nursing program. While approximately 20 students were enrolled at this location in the Fall 2019 semester, enrollment is projected to decrease over the next 10 years.

216 | TJC Comprehensive Master Plan

TJC Rusk Hallway

TJC Rusk Class Lab

TJC Rusk Classroom

TJC Rusk Exterior

TJC Rusk | 217

DEMOGRAPHICS & ENROLLMENT

Student Residence Density

Tyler Junior College: TJC Rusk Campus, Fall 2019

Demographic Analysis

Student residency density for the Fall 2019 is plotted on the adjacent map. Each green dot represents the location of a student address. In instances where students have the same address, one dot is placed on top of the other, therefore giving a distorted perspective of student resident density. Regardless, one can begin to visualize clusters of student residences by geocoding all of the student addresses which were associated with the campus. Please note that the geocoded residences represent the address provided to the TJC Office of Registrar at the time of enrollment; it neither indicates a student’s current address nor implies that the student is commuting from that address to the campus.

218 | TJC Comprehensive Master Plan

U V

110

Bullard

Note: Full-size versions of the maps in this section are included in the Appendix for reference.

TJC Rusk is located in a free-standing building on the grounds of the Rusk State Hospital. Because of its specialized program offering and location in the southern extents of the TJC Service Area, the site draws the majority of its population from within the Service Area and the immediate region. As of the Fall 2019, only 21.1 percent of the TJC Rusk on-campus/ hybrid students originated from outside the TJC Service Area. Of those students, just over one-half originated within the service areas of Kilgore College, to the east, followed by Angelina College and McLennan Community College (5.3%).

U V

£ ¤

Henderson

£ ¤ 79

£ ¤

U V

175

315

U V 155

U V 19

Jacksonville

TJC JACKSONVILLE

£ ¤ 79

£ ¤ 84

£ ¤ V U £ ¤ 69

£ ¤ 287

TJC RUSK Palestine

110

£ ¤ 259

U V

204

£ ¤ 59

Rusk

£ ¤ 84

£ ¤ 79

U V

£ ¤

U V

294

U V

294

Nacogdoches

£ ¤

U V 7

£ ¤ 59

£ ¤ 287

Mile Radii 0

10 Miles

Source: ESRI and Facility Programming and Consulting

Main Campus Off-Campus Instructional Sites

Student Residence Service Area

10 Miles 15 Miles 20 Miles

Map 54. TJC Rusk Student Residency Density: Unduplicated Headcount, Fall 2019

U V 21

Student Residence Density by ZIP Code Tyler Junior College: TJC Rusk Campus, Fall 2019

U V

110

Bullard

£ ¤

Student Residency by ZIP Code

£ ¤ 79

Henderson

£ ¤

Residency may also be illustrated using the physical home address of a student at TJC Rusk, rolled up by ZIP Code. Those areas with the darker shading, on the adjacent map, indicate a higher density.

U V

175

315

U V 155

U V 19

Jacksonville

TJC JACKSONVILLE

£ ¤ 79

£ ¤ 84

£ ¤ V U £ ¤ 69

£ ¤ 287

TJC RUSK Palestine

110

£ ¤ 259

U V

Figure 86. Top Five ZIP Codes of TJC Rusk Student Residency, Fall 2019

204

£ ¤ 59

Rusk

£ ¤ 84

£ ¤ 79

U V

£ ¤

U V

294

U V 21

Nacogdoches

£ ¤

U V 7

£ ¤ 59

£ ¤ 287

Mile Radius 0

10 Miles

Source: ESRI and Facility Programming and Consulting

Main Campus Off-Campus Instructional Sites

10 Miles 15 Miles 20 Miles

U V 21

ZIP Code (Post Office)

Count Cumulative (% of Total) Percent

75785 (Rusk)

6 (31.6%)

31.6%

75766 (Jacksonville) 3 (15.8%)

47.4%

75789 (Troup)

2 (10.5%)

57.9%

75757 (Bullard)

2 (10.5%)

68.4%

76629 (Bremond)

1 (5.3%)

73.7%

Source: TJC Office of Registrar, ESRI and Facility Programming and Consulting Students by ZIP Code ≤0 ≤1

≤3 ≤6

Map 55. TJC Rusk Student Residency by ZIP Code: Unduplicated Headcount, Fall 2019

ZIP Codes with the greatest density of students are primarily located in the vicinity of Rusk and Jacksonville. Additional pockets of density are located further north, in proximity of Bullard, and to the south, towards Angelina County, along US Route 69. Similar to the dot map presented earlier, mapping student residence by ZIP Codes may lead to visual distortions due to the non-uniform size of ZIP Code areas. Of the top five ZIP Codes of origin, noted in the table above, just over one-third of the students listed their residence in Rusk, followed by Jacksonville, Troup and Bullard.

TJC Rusk | 219

Student Drive Time and Distance Unlike TJC Central, on-campus student housing is not provided at TJC Rusk. All students who attend this off-campus instructional site commute in for classes. The map on the next page illustrates the location of TJC Rusk and the approximate time one may typically experience when traveling from areas within 10, 15 and 20 miles to the site. All locations, except TJC Jacksonville, are located beyond the map extent and therefore not visible. In the Fall 2019, 19 students were enrolled in on-campus or hybrid/blended courses at TJC Rusk. Nearly two-thirds of these (57.9%) declared their residence within a 15-mile radius and less than 20-minute drive. Despite the regional draw of this location, between 20 percent and 30 percent of the students attending TJC Rusk still travel more than 30 minutes for class and reside more than 20 miles from this instructional site.

220 | TJC Comprehensive Master Plan

Figure 87. Typical Distance and Average Drive Time of Student from Residence to TJC Rusk, Fall 2019

Distance (Miles)

% of Total

Drive Time % of (Minutes) Total

≤ 10

36.8%

≤ 20

57.9%

≤ 15

21.1%

≤ 25

5.3%

≤ 20

10.5%

≤ 30

15.8%

> 20

31.6%

> 30

21.1%

Source: TJC Office of Registrar, ESRI and Facility Programming and Consulting

TJC Rusk Catchment Area Because of the specialized nature of its instruction, TJC Rusk draws students from all parts of the TJC Service Area and a distinct catchment area, as was able to be defined at TJC Central, is difficult to identify. Instead, when examining the existing market for TJC Rusk and its potential growth, the population within the 30-minute drive time was utilized. The market summary on the pages which follow discusses the demographic composition of the population within this drive time.

Mile Radii Distances and Typical Drive-Times to TJC Rusk

U V

Tyler Junior College: TJC Rusk and Neighboring Off-Campus Instructional Sites

U V

110

Bullard

£ ¤

U V

Henderson

£ ¤ 79

£ ¤

U V

175

315

U V 155

U V 19

Jacksonville

TJC JACKSONVILLE

£ ¤ 79

£ ¤ 84

£ ¤ V U £ ¤ 69

£ ¤ 287

TJC RUSK Palestine

110

£ ¤ 259

U V

204

£ ¤ 59

Rusk

£ ¤ 84

£ ¤ 79

U V

£ ¤

U V

294

U V 21

Nacogdoches

£ ¤

U V 7

U V

£ ¤ 59

£ ¤ 287

10 Miles

Source: ESRI and Facility Programming and Consulting

Main Campus Off-Campus Instructional Sites

Mile Radius

Drive-Times

10 Miles 15 Miles 20 Miles

20 Min. 25 Min. 30 Min.

Map 56. Mile Radii Distances and Typical Drive Times to TJC Rusk

TJC Rusk | 221

Market Summary

18-to-64 cohort is expected to increase at an annual rate of 0.74 percent from 2021 to 2031, approximately 2 to 3 percent lower than the growth anticipated, for the same age group, in both the TJC Service Area and Taxing District.

graduated high school and/or received some college education or advanced degree. This percent is approximately 10 percent to 15 percent less than that of both the TJC Service Area and the Taxing District.



Although the large majority of the population | Page 1 of 2 SOURCE: ESRI associates as “white,” the Diversity Index

By the year 2031, the total population within the 30-minute drive time to TJC Rusk is projected to approach 64,600. Of this population, approximately 56 percent will be Market Summary in the age group 18 to 64, the predominant Nearly one-half of the population (49.1%) 2021  TJC: Rusk Typical 30-Minute Drive-Time community college target market. This age age 25 and older, within the study area has Total Population

Age Groups 18-64 58.0% ≤14 15-17

19.8%

3.6%

≥65

54,500

2021

60,100

2031

64,600 10-Yr Projected CAGR

21.7%

0.7%

36,200

2031

36.3%

14.2%

34,900

2021

Diversity 67.7 Index

10-Yr Projected CAGR

White

15.3% 0.5%

32,100

2010

18.6%

Race/ Ethnicity

Population Age 18-64

18-34 35-64

2010

0.4%

Black Asian

24.0%

Other

69.9%

Hispanic

Educational Attainment No High School 19.1% High School Degree or Equivalent 31.8%

Households

Some College, No Degree 22.6%

21,400 Total

$129,300

Associates Degree

26.5%

Home Value

8.9%

Bachelor's Degree 12.3% Graduate Degree

5.3%

Figure 88. Market Summary of Population within 30-Minute Drive Time to TJC Rusk, Fall 2019: Population Statistics

222 | TJC Comprehensive Master Plan

Income

$50,200

Median HH Income

$22,700

Per Capita Income /

indicates that there is variation in the overall the population within the TJC Rusk study area race and ethnic composition of the study area is of Hispanic origin (persons of Hispanic origin (the more equal the representation between may be of any race). race and ethnicity, the higher the index value An estimated 1,780 businesses are located would be, with 100 indicating “complete within the TJC Rusk study area and employ Market Summary diversity”). As illustrated in the figure on the approximately 17,800 workers. In terms of previous page, nearly one-quarter (24.0%) of 2021  TJC: Rusk Typical 30-Minute Drive-Time numbers employed, the Health Care & Social 

Assistance sector was the largest in the study area with just over 2,900 workers; the Retail sector accounted for the largest number of businesses (300) and the third largest employment. See Appendix for additional details| and analysis Page 2 of 2 SOURCE: ESRI included in the full market summary.

Businesses and Employment Sector Sector

Businesses Employment

Health Care Education Retail Government

An estimated 1,780 businesses are located within the Market Area and they employed approximately

17,830 workers.

Manufacturing Accommodation Wholesale Other Serivces Construction Finance Professional

In terms of employment, the

Health Care & Social Assistance sector was the largest in the *Market Area with approximately 2,930 workers. This sector accounted for an estimated

130 businesses.

Transportation Information Real Estate Utilities Administrative Entertainment Agriculture Headquarters Mining Unclassified

PCT %

7.2% 3.3% 16.8% 6.4% 4.6% 6.7% 3.4% 14.6% 6.2% 6.1% 5.4% 2.5% 1.9% 4.0% 1.0% 1.9% 1.6% 2.0% 0.2% 0.3% 3.8%

Businesses Businesses

130 60 300 110 80 120 60 260 110 110 100 40 30 70 20 30 30 40 0 10 70

Employment



2,930 2,480 2,120 2,110 2,070 1,380 1,210 800 690 420 360 320 180 170 150 140 140 110 40 30 10

PCT

Occupations

16.5% 13.9% 11.9% 11.8% 11.6% 7.7% 6.8% 4.5% 3.8% 2.3% 2.0% 1.8% 1.0% 1.0% 0.8% 0.8% 0.8% 0.6% 0.2% 0.2% 0.1%

18.9%

White Collar Blue Collar

49.1%

Services

32.0%

Management

11.4%

Professional

18.7%

Sales

8.4%

Admin

10.6% 1.9%

Farming Construction

9.8%

Maintenance

3.0%

Production

7.9%

Transportation

9.4%

* Market Area: Is the same as the region referenced in the YELLOW bar highlighted at the top of the page

Figure 89. Market Summary of Population within 30-Minute Drive Time to TJC Rusk, Fall 2019: Business and Employment Statistics

TJC Rusk | 223

10-Year Population Growth Analysis was conducted on the projected population growth, between years 2021 and 2031, of the age 18-to-64 cohort in order to understand the potential impact and opportunities for TJC Rusk. The map on the following page illustrates the projected compound annual growth rate (CAGR) in the population age 18-to-64 cohort, by ZIP Code, through 2031. Those ZIP Codes with the greatest forecasted annual growth are indicated on the map in the darker blue shades. However, as noted earlier, some ZIP Codes also cover larger areas and are larger in size, relative to others, resulting in visual distortion. The adjacent tables identify: • Top five student residence ZIP Codes associated with TJC Rusk, in the Fall 2019 semester, which are projected to have the greatest CAGR over the next 10 years • Projected CAGR of those ZIP Codes from which the off-campus instructional site had the highest enrollment The top five ZIP Codes from which students originated in Fall 2019 demonstrate TJC Rusk’s localized draw with the majority of students coming from either Rusk, Jacksonville or the immediate vicinity. Among those with the highest CAGR, Bullard is projected to have the greatest percent change and Jacksonville is projected to have the largest increase in number of potential community college students, age 18 to 64.

224 | TJC Comprehensive Master Plan

Projected growth in this area is smaller than that in the vicinity of the other TJC instructional sites and none is projected to have a CAGR greater than 1.0 percent. The target population in the immediate vicinity of TJC Rusk is projected to grow around 0.4 percent per

annum, over the next 10 years. Nearly one-third of the TJC Rusk Fall 2019 enrollment originated from this area.

Figure 90. Top Five Fall 2019 TJC Rusk Student Residence ZIP Codes Ranked by Projected CAGR (2021-2031) of the Population Age 18 to 64 Cohort

ZIP Code (Post Office)

Population Age 18-64 Fall 2019 Capture Rate Year 2021 Year 2031

Projected Delta CAGR (2021-2031) (2021-2031)

75757 (Bullard)

0.03%

6,700

7,300

600

0.8%

76629 (Bremond)

0.08%

1,300

1,400

100

0.5%

75766 (Jacksonville) 0.02%

17,200

18,100

900

0.5%

75702 (Tyler)

0.01%

17,000

17,800

800

0.5%

75789 (Troup)

0.04%

4,800

5,000

200

0.4%

Figure 91. Projected CAGR (2021-2031) of the Population Age 18 to 64 Cohort of the Top Five Fall 2019 TJC Rusk Student Residence ZIP Codes Ranked by Enrollment

ZIP Code (Post Office)

Fall 2019 Capture Rate Year 2021

Year 2031

Projected Delta CAGR (2021-2031) (2021-2031)

75785 (Rusk)

0.08%

7,700

8,000

300

0.4%

75766 (Jacksonville) 0.02%

17,200

18,100

900

0.5%

75789 (Troup)

0.04%

4,800

5,000

200

0.4%

75757 (Bullard)

0.03%

6,700

7,300

600

0.8%

76629 (Bremond)

0.08%

1,300

1,400

100

0.5%

Population Age 18-64

For both tables above, population values have been rounded to nearest hundred; Source: TJC Office of Registrar, ESRI and Facility Programming and Consulting

Population Growth Age 18-64 by ZIP Code, CAGR 2021-31

U V

Tyler Junior College: TJC Rusk and Neighboring Off-Campus Instructional Sites

U V

110

Bullard

£ ¤

Henderson

£ ¤ 79

£ ¤

U V

175

315

U V 155

U V 19

Jacksonville

TJC JACKSONVILLE

£ ¤ 79

£ ¤ 84

£ ¤ V U £ ¤ 69

£ ¤ 287

TJC RUSK Palestine

110

£ ¤ 259

U V

204

£ ¤ 59

Rusk

£ ¤ 84

£ ¤ 79

U V

£ ¤

U V

294

U V 21

Nacogdoches

£ ¤

U V 7

U V

£ ¤ 59

£ ¤ 287

Mile Radius 0

10 Miles

Source: ESRI and Facility Programming and Consulting

Main Campus Off-Campus Instructional Sites

10 Miles 15 Miles 20 Miles

Population Growth Age 18-64 ≤0.0% ≤0.5% ≤1.0%

≤1.5% ≤2.0% >2.0%

Map 57. TJC Rusk Area Population Age 18-64 by ZIP Code, CAGR 2021-2031

TJC Rusk | 225

Enrollment Projections Between Fall 2014 and Fall 2019, total enrollment at TJC Rusk decreased significantly, averaging approximately 16.6 percent reduction per annum, from approximately 50 students to nearly 20. The top and only declared major or program of study in the Fall 2019, comprising 100 percent of the total, was: • Vocational Nursing Of the students included in this analysis, all were enrolled at TJC Rusk in on-campus, face-to-face courses only. No students were considered hybrid (students enrolled in at least one on-campus and one exclusively online course simultaneously). For purposes of this study, if a student’s on-campus course also had an online component, they are considered an on-campus student.

To forecast future enrollment, multiple growth scenarios were developed to project how the headcount may change over the next 10 years at TJC Rusk; each is depicted on the adjacent chart and described below: • Trend Line: Continued growth at historic enrollment (2014-2019) • 2019 Capture Rate: Ratio of Fall 2019 enrollment to the population age 18 to 64 within the TJC Service Area; the ratio is then multiplied against the projected growth of the specified 18-to-64 population for the next 10 years • Typical Drive Time: Percent projected change in growth (2021-2031) of the population age 18 to 64 within a 30-minute drive to TJC Rusk; the percent is then multiplied against the Fall 2019 enrollment and carried forward • 12th Grade High School Graduation Growth: Percent historic change in growth (2014-2019) of the senior class graduation rate at all high schools in the TJC Service Area offering grades nine through 12 and with 25 or more graduates in 2019; the percent is then multiplied against the TJC Fall 2019 enrollment and carried forward • Average All Scenarios: Average of enrollment projected by year across all scenarios above

226 | TJC Comprehensive Master Plan

In each of these projections, the enrollment excludes dual credit students receiving instruction at another location and online-only growth. In addition, it considers only that of students who are attending on-campus only classes or at least one class on-campus in combination with one exclusively online course offering (hybrid). In general, when utilizing the average of all projection scenarios, enrollment at TJC Rusk is projected to continue to decline by approximately 12.3 percent with a decrease in enrollment from 19 students in the Fall 2019 semester to approximately 17 students by the Fall 2031 (an approximately 1.1% decline per annum).

Total Unduplicated Fall Enrollment Projections Tyler Junior College: Rusk (On Campus/ Hybrid Only)

Source: Tyler Junior College and Facility Programming and Consulting

Average of All Scenarios

Projected Growth (2019-31) ■ Enrollment Increase: -2 ■ Total Percent Change: -12.3% ■ Annual Growth (CAGR): -1.1%

45 40 35 30

25 20

21 20

15 10 5 -

Historic Enrollment 2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2031

Based on 2014-2010 Trend Line 2019 Capture Rate Held Constant Based on 2014-19 Trend Line at 0.01%

201930-Minute Capture Rate Enrollment/Age 2019 College Service Area Held Population Age Typical Drive(2019 Time Population 18-64 CAGR 2021-2031 Constant at 18-64) 0.4% Held Constant at 0.0% Typical 30-Minute Drive-Time to Campus Population Age 18-64, CAGR 2021-31 Held Constant at 0.4%

12th Grade High School Graduation CAGR 2014-2019 Held Constant at 2.7%

12th Grade Grad Growth in Service Area (Institutions offering Grades 9-12 and Grads ≥25 in 2019), CAGR 2014-19 Held Constant at 2.7% Average of all Enrollment Projection Scenarios

Average of All Scenarios

Figure 92. TJC Rusk Enrollment Projections (On-Campus/Hybrid Headcount) (2019 - 2031)

TJC Rusk | 227

Space Demand According to building inventory data provided by TJC, the existing TJC Rusk totaled approximately 4,500 gross square feet (GSF). The space projection model which follows assumes that TJC Rusk will target a total enrollment of approximately 17 students oncampus by the year 2031, as presented earlier in this document. This headcount includes those students who are either 100 percent on-campus or those hybrid students who are engaged in at least one on-campus and one online course, concurrently. For planning purposes, the following assumptions were utilized to forecast the projected space need at TJC Rusk. Figure 93. Space Need Planning Assumptions

Projected Value (2031) Student Headcount

Full-Time Student Equivalent

FTSE: Student Headcount

100.0%

FTE Faculty (1 per 11.0 FTSE)

FTE Staff (0.9 per FTE Faculty)

Building Efficiency

65%

Note: Values have been rounded; Source: TJC Office of Registrar and Facility Programming and Consulting

228 | TJC Comprehensive Master Plan

The table below identifies the predicted overall building area which will be required to support the projected 2031 enrollment. Figure 94. Projected 10-Year Space Need at TJC Rusk

Type of Space

Projected E&G NASF Need

Instruction

1,500

Office

370

Library

Support

100

Projected GSF Need

Total E&G Need 2,000

3,100

Auxiliary Services

200

Total Need

3,300

Note: Total GSF calculated at 65% efficiency Square foot values have been rounded to nearest hundred; Source: THECB and Facility Programming and Consulting

As of the Fall 2031, TJC Rusk is predicted to require 3,100 GSF of building to support the projected enrollment. When this is compared to the current inventory, this translates into a surplus of 1,400 GSF within the Rusk State Hospital building. The facility also has the space to accommodate the recommended 200 GSF of auxiliary services, which may include dining or other food services, to provide students with the enhanced college experience. If the program remains in operation at its current location, projected enrollment may be accommodated in the existing academic space. Should the program grow in the future, capacity may be garnered through the increased scheduling and utilization of existing classrooms and teaching labs. For efficiencies in both utilization and instruction, consideration may be given to co-locating this program with those offered at nearby TJC Jacksonville. If facilities were to be co-located and program offerings remain constant, this would require a total E&G need of approximately 14,400 GSF. Inclusion of auxiliary space would increase the total need to 15,100 GSF.

TJC Rusk | 229

EXISTING CONDITIONS & ANALYSIS Site Context

Wayfinding & Signage

TJC Rusk is situated in a standalone building at the rear of the Rusk State Hospital campus. The campus is located on Highway 69/Dickinson Drive. The building feels somewhat separated from the greater State Hospital campus, but is still within the compound’s fence. A residential area is located south and west of the site along Cherokee Street.

There is currently no signage along Highway 69/Dickinson Drive indicating that TJC is located on the State Hospital campus. There is, however, a large Rusk State Hospital sign along the highway. As drivers enter the campus, it is confusing to navigate through the hospital buildings in order to find the TJC Rusk facility. The TJC signs on the building do not reflect the current branding standards.

230 | TJC Comprehensive Master Plan

Non TJC-Branded Signage TJC-Branded Signage

Map 58. TJC Rusk - Wayfinding & Signage

Scale: N.T.S.

TJC Rusk | 231

Class ClassLab LabUtilization Utilizationby byBuilding, Building,Fall Fall2019 2019

Tyler Junior College: TJC Rusk Tyler Junior College: TJC Rusk SPACE UTILIZATION

Ave C Ave C

Davidson Davidson SStt

The building utilization analysis included in this section provides a high-level analysis of the overall utilization of class labs at TJC Rusk in the Fall 2019 semester. According to data provided, no general classrooms were available for scheduled courses; however, students enrolled in courses at TJC Rusk have access to general classrooms within the building which are often also simultaneously utilized as the scheduled class lab.

Campbell StSt Campbell

Rusk State Rusk State Hospital Hospital

Because of its current location within leased space on the grounds of the Rusk State Hospital and its specialized program offering in vocational nursing certification, TJC has a limited capacity for enrollment growth.

AvAv eA eA

Overall preliminary analysis indicates TJC Rusk has an adequate amount of teaching space to accommodate the potential enrollment growth over the next 10 years, assuming that the program offerings remain the same, simply by increasing the average hours per week utilization and fill. However, should the institution desire to expand beyond their current course offerings, additional general classroom, lab, office and support space will ultimately be necessary in the long-term. Alternatively, despite the fair overall utilization of the building, due to the limited offerings and small class enrollment, the institution may also consider co-locating this program with those offered at its nearby Jacksonville site and either vacating or re-purposing this location.

Service Layer Credits: Source: Esri, Maxar, Service Layer Credits: Source: Esri, Maxar, GeoEye, Earthstar Geographics, GeoEye, Earthstar Geographics, CNES/Airbus DS, USDA, USGS, AeroGRID, CNES/Airbus DS, USDA, USGS, AeroGRID, IGN, and the GIS User Community IGN, and the GIS User Community

RUSK RUSK

I I

50 100 200 0 50 100 200 Feet Feet and Consulting Source: ESRI and Facility Programming Source: ESRI and Facility Programming and Consulting

Building Utilization Building Utilization N/A N/A

Map 59. TJC Rusk Overall Class Lab Building Utilization, Fall 2019

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≤ 50% ≤ 50%

< 75% < 75%

≥ 75% ≥ 75%

Class Lab Utilization

25 hour per week metric by 30 percent. The average capacity of a class lab was 40 seats with an average enrollment of 19 students; this translates into an average fill rate of 47.5 percent.

Note: Additional room-by-room data for each classroom discussed in this section is included in the Appendix.

Overall class lab utilization at TJC Rusk during the Fall 2019 semester was fair, averaging 62.7 percent. Of the one available class lab, the average weekly utilization was approximately 33.0 hours per week, exceeding the target

Review of the average hours per day during which courses could be scheduled finds that the lab was heavily used on Monday, from 6:00 am to 6:00 pm, as well as the morning

and early afternoon on Tuesday, Wednesday and Thursday. Peak hours were between 8:00 am and 3:00 pm. No labs were scheduled the remaining days of the week. Data indicate enrollment growth within the existing class lab inventory is possible without investment simply by increasing the fill rate, as well as increasing scheduled hours in the afternoons, evenings and on weekends.

LEGEND █ Class Lab Fill < THECB Target █ Class Lab Fill >= THECB Target

Building RUSK

Total Rooms

Average Enrollment 19

Seat Count

THECB Target 19

RUSK

47.5% █ █ █ █

Average Hours Utilized Per Week 33.0

77.0% █ █ █ █ █ █ █

25.0

75.0% █ █ █ █ █ █ █

47.5% █ █ █ █

33.0

8.0

62.7% █ █ █ █ █ █

Class Lab Fill

(Average Enrollment/ Station Capacity)

40 40

█ Overall Utilization < 50% █ Overall Utilization 50% to 75% █ Overall Utilization > 75%

█ Weekly Hours < THECB Target █ Weekly Hours >= THECB Target

Difference from THECB Target <25.0 Hours ⸽ >25.0 Hours

8.0

Overall Building/ Room Utilization (Function of Room Fill and Hourly Usage)

62.7% █ █ █ █ █ █

Figure 95. TJC Rusk Overall Class Lab Building Utilization, Fall 2019

Building/ Class Lab Usage by Time of Day

RUSK

Tyler Junior College: Rusk, Fall 2019

Building/ Room RUSK Room Statistics Room Fill: 47.5% Average Hours Per Week: 33.0 Room Utilization: 62.7%

M T W R F S U

Day Monday Tuesday Wednesday Thursday Friday Saturday Sunday

2 6 AM 1 0 0 0 0 0 0

1 0 0 0 0 0 0

7 1 0 0 1 0 0 0

1 0 0 1 0 0 0

8 1 1 1 1 0 0 0

1 1 1 1 0 0 0

9 1 1 1 1 0 0 0

1 1 1 1 0 0 0

10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 12 11 10 11 NOON 1 2 3 4 5 6 7 8 9 10 PM 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 1 1 1 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

37 HPD 12.00 6.00 7.00 8.00 -

NOTE: The Average Hours Per Week May or May Not Equal Hours Per Day (HPD) Due to Rounding

Figure 96. TJC Rusk Class Lab Daily Use by Time of Day, Fall 2019

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RECOMMENDATIONS Development of this Master Plan and recommendations for TJC Rusk were based on a series of guiding principles that reflect TJC’s vision for the future. • Embrace the History of TJC • Improve the Student Experience • Connect and Integrate with Local Communities • Manage Growth and Expansion • Establish a Consistent TJC Experience Across Learning Sites • Enhance Landscaping and Outdoor Spaces TJC Rusk’s location on the Rusk State Hospital campus limits the potential for improvements and there is a projected decrease in enrollment at this learning site. The near-term recommendation for this location is to implement signage updates to improve navigation through the campus and better reflect the current TJC brand. In the longterm, if TJC chooses to continue educational programs in the region of Jacksonville and

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Rusk, it is recommended that courses taught at the two locations be consolidated into a larger facility for greater efficiency in utilization and instruction. To the extent possible, it is recommended that improved aesthetics, technology and additional improvements, such as a small outdoor space, be included to provide an enhanced student experience akin to the experience on other TJC learning sites. The following page details the recommendations for TJC Rusk and tie in high-level associated construction cost estimates where projects have sufficient detail. These estimates do not include the interior building finish out such as furnishings and equipment. See the Technology Master Plan in the Appendix for technology-related recommendations and project budgets.

Improved Wayfinding and Signage

Future Consolidated Location

The TJC Rusk location at the rear of the Rusk State Hospital campus can be challenging for drivers to locate. It is recommended that wayfinding signage be added at appropriate locations throughout the campus to help people navigate to the building. In addition, the building signage should be updated to reflect the current TJC logo and improved signage standards being implemented throughout the TJC learning sites.

Enrollment at TJC Rusk is projected to decrease over the next 10 years. There may also be efficiencies in utilization and instruction that can be gained by co-locating the program with those offered at TJC Jacksonville. As TJC considers the future of the Rusk location, consideration should be given to seeking out a single, consolidated location to support the nursing programs that are currently offered

in Rusk and Jacksonville. A new, consolidated location should be a one- or two-story building with approximately 15,000 GSF for general classrooms, simulation labs, administrative/ faculty offices and informal study areas. The site should include space for parking to support the target enrollment of 112 students and possibly a small, shaded outdoor space. Cost Estimate: $9,998,400

(Total construction cost based on 2022 values)

West Campus - Sign Location Plan Nursing Education Center

Building ID & Wayfinding

NursinBuilding g EducaID tio/n Center D Wayfinding

Nursing Education Center

A B A B A B

Nursing Education Center

Page

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Implementation

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PHASING & IMPLEMENTATION CONSIDERATIONS Phasing and implementation are critical when following a plan involving capital improvement projects. Appropriately phased and implemented plans help realize the comprehensive master plan vision. While phasing may be subject to change due to the timing of land acquisition or a change in priorities, implementation can continue with well-thought-out plans. The recommendations in the Comprehensive Master Plan have been prioritized into shortterm, mid-term and long-term initiatives. While projects have identified time frames for implementation, flexibility should be exercised in a fluctuating economy experiencing record inflation. As TJC moves forward with implementing this plan, there are a few things to consider during planning and decisionmaking regarding capital improvements.

Swing Space Before any facility demolition, renovation or consolidation of departments or services, careful consideration should be given to where and when personnel and departments should relocate during a renovation or construction project. Understanding where not only personnel but equipment and furniture will be placed during a transition period is important to the success of a project’s budget and schedule. It allows for a smooth transition during the temporary displacement of staff. For example, students residing in Holley and Vaughn Halls will need new housing options when the dormitories are demolished to construct the

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new One Stop Shop. TJC has sufficient swing space to accommodate faculty, staff and students’ displacement during renovation or construction projects.

Enrollment Growth Enrollment growth strongly indicates how current and potential students view an institution. Enrollment growth should be closely monitored to verify sufficient space is available to accommodate growth and demonstrate the campus is not overbuilt, which could result from mismanagement of resources. Before renovating or constructing new projects, college leaders should base their project implementation decision on being able to utilize new facilities positively. Enrollment increases and decreases should be reviewed each semester, which helps to provide historical data that is helpful in the decision-making process.

Funding In a survey conducted by the Association of American Colleges and Universities, financial constraints are at the top of the list as one of the most significant challenges facing higher education institutions. A project’s funding should be determined before initiating major capital improvement projects. The prioritization of building initiatives should be based on budget and the efficiency of its use. Current economic and market conditions should be a significant factor in major capital investments. Due to recent rapid shifts in inflation, the labor market and supply chain shortages,

it is recommended that TJC update project cost estimates prior to proceeding with implementation or seeking bond funding.

Labor Market Trends The labor market can heavily influence the type of programs an institution offers, expands or discontinues. The labor market analysis completed as part of this comprehensive master planning effort will be beneficial in assisting in the academic planning for TJC. The labor market trends can often be associated with enrollment growth, but striking a balance due to the availability of resources and funding is essential. Keeping a close watch on labor market trends will help TJC make the appropriate decisions about how and where resources should be expended. Those mentioned above are just a few considerations to help guide the Comprehensive Master Plan’s phasing and implementation. Essentially, the following pages should be TJC’s road map in implementing its vision, while remaining flexible if priorities of project schedules and time frames need to shift for whatever reasons.

TJC PRIORITIES TJC Central Priorities

TJC West Priorities

TJC North Priorities

• One Stop Shop

• Backup Data Center

• Wayfinding and Signage

• Student Center Renovation

• RTDC Renovation

• Future Campus/Center

• Learning Commons/Library Renovation

• Skills Training Center Renovation

• Pirtle Technology Renovation

• Energy Center Build Out

• Purchasing/Materials/Supplies Facility

• Receiving Building

• Data Center

• Regional Center for Emergency Management

• Campus Police • Student Building/Health and Wellness • Academic Building • Alumni Center

TJC Jacksonville/Rusk Priorities • Improved Wayfinding • Possible Consolidation of Location

• Baseball/Softball Complex • Football Stadium • Rogers Nursing and Health Sciences 3rd Floor

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CONCLUSION TJC has been successful since its inception. As the institution approaches its centennial celebration in a few years, the Comprehensive Master Plan is an initial step in ensuring its continued success for the next 100 years. This Master Plan is to be used to guide important decisions related to the physical development of TJC and its learning sites. While the Master Plan serves as a guide, it should also be noted that it is a living document, with the understanding that recommendations could potentially change, be modified or be removed in the future, as appropriate. This Master Plan is comprehensive, but it is not exhaustive, including all elements and components of the college. The Master Plan’s vision, recommendations and action items should be revisited on an annual basis to verify

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that TJC is moving positively in the future. The vision of this Master Plan should be shared with not only TJC’s faculty, staff and students, but with the local community and other entities. In many cases, the success of this Master Plan will be dependent on the support of the college’s stakeholders, in whatever capacity they might serve. The local community’s support will be essential and tied to the success of TJC as the college expands and grows into surrounding communities, cities and counties. That may mean considering a district concept that would allow any community that TJC serves to feel like the college belongs to them also. TJC should also consider conducting a feasibility study regarding the airport property

it owns, and additional programs that may support a presence at this location. While the airport property utilization was outside the scope of this Master Plan, the consideration of the expansion is key and could determine and define strategies for how TJC expands in other locations. The road map provided in this document cannot predict all TJC might face in terms of challenges and opportunities, but it is a plan that will keep the college moving in the right direction and one that can be implemented in various ways. As the president, Dr. Mejia, once said, “While many colleges and universities desire to change the world, only a few have what it takes to make it a reality.” TJC has what it takes to change the world.

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1327 S. Baxter Avenue Tyler, TX 75701 903.510.2200 www.tjc.edu