Space Utilization Study Final.pdf

USMMA

Contract # GS-21F-013BA

United States Merchant Marine Academy

June 27, 2015 EBA Ernest Bland Associates, P.C.

Architecture / Planning / Design

Space Utilization Study

802 Sligo Avenue Silver Spring, MD 20910 www.ebapc.com

USMMA Space Utilization Study

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Table of Contents

PREFACE

Table of Contents …………………………………………………………………………………………………..... ...i List of Tables……………………………………………………………………………………………………………..….ii List of Figures……………………………………………………………………………………………………….…..…..iv Abbreviations and Acronyms….………………………………………………………………………………………..…vi Definitions……………………………………………………………………………………………………………………x Acknowledgements….……………………………………………………………………………………………...……...xi

EXECUTIVE SUMMARY ...................................................................................................................................... 1 I.

Assumptions/Exclusions ............................................................................................................................. 1 A.

Findings and Recommendations ................................................................................................................ 2 B.

USMMA BACKGROUND ...................................................................................................................................... 5 II.

Academics .................................................................................................................................................. 6 A.

PURPOSE............................................................................................................................................................. 9 III.

SPACE COMPARISON ANALYSIS .................................................................................................................... 11 IV.

Methodology ............................................................................................................................................. 11 A.

Process .................................................................................................................................................... 12 B.

ANALYSIS AND EVALUATION OF EXISTING SPACE ..................................................................................... 37 V.

Site Analysis ............................................................................................................................................. 37 A.

Building Space Utilization ......................................................................................................................... 41 B.

Existing Floor Plan – Department Locations ............................................................................................ 52 C.

PROGRAMMED SPACE ANALYSIS .................................................................................................................. 73 VI.

Administrative Space ................................................................................................................................ 73 A.

Instructional Space ................................................................................................................................... 73 B.

Service/Support Space ............................................................................................................................. 74 C.

Analysis of Utilization by Department ....................................................................................................... 74 D.

Compliance of Existing Space versus Prescribed Standards ................................................................... 90 E.

PLANNING RECOMMENDATIONS .................................................................................................................... 93 VII.

Site ........................................................................................................................................................... 93 A.

Buildings ................................................................................................................................................... 94 B.

CORRECTIVE MEASURES ............................................................................................................................... 97 VIII.

Scenario #1 .............................................................................................................................................. 97 A.

Scenario #2 ............................................................................................................................................ 107 B.

Scenario #3 ............................................................................................................................................ 129 C.

Sequence of Construction Improvements .............................................................................................. 144 D.

APPENDIX ................................................................................................................................................... APP-1 IX.

USMMA Space Use Categories ........................................................................................................ APP-1 A.

Department / User Codes .................................................................................................................. APP-2 B.

Department / User Requirements ...................................................................................................... APP-3 C.

Existing Space Utilization – All Facilities ....................................................................................... APP-389 C.

References ........................................................................................................................................ REF-1 D.

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List of Tables

Table 1: Comparison of USMMA and USCGA Support Staffs Table 2: 2012 CIP Table 3: 2013 CIP Table 4: 2014 CIP Table 5: Institutional Space Comparison Table 6: Existing Parking Tabulation Table 7: Instructional Space Summary – Classrooms Table 8: Instructional Space Summary – Laboratory Table 9: Administrative Space Summary-Office Table 10: Net Space by Department Summary Table 11: Summary of Superintendent Space Usage Table 12: Summary of Counsel Space Usage Table 13: Summary of Chief Financial Officer (CFO) Space Usage Table 14: Summary of External Affairs Space Usage Table 15: Summary of Risk Management Space Usage Table 16: Summary of Civil Rights Space Usage Table 17: Summary of Admissions Space Usage Table 18: Summary of Sexual Assault Prevention and Response Space Usage Table 19: Summary of Deputy Superintendent Space Usage Table 20: Summary of Human Resources Office Space Usage Table 21: Summary of Public Works Space Usage Table 22: Summary of Information Technology Space Usage Table 23: Summary of Security Space Usage Table 24: Summary of Procurement Space Usage Table 25: Summary of Capital Improvement Space Usage Table 26: Summary of Administrative Services Space Usage Table 27: Summary of Academic Dean Space Usage Table 28: Summary of Marine Engineering Space Usage Table 29: Summary of Marine Transportation Space Usage Table 30: Summary of Math and Science Space Usage Table 31: Summary of Humanities Space Usage Table 32: Summary of Physical Education and Athletics Space Usage Table 33: Summary of Professional Development and Career Services Space Usage Table 34: Summary of Registrar Space Usage Table 35: Summary of Library Space Usage Table 36: Summary of Shared Classroom Space Usage Table 37: Summary of Office of the Commandant of the Midshipmen Space Usage Table 38: Summary of Naval Science Space Usage Table 39: Summary of Office of the Chaplain Space Usage Table 40: Summary of Health Services Space Usage Table 41: Summary of Waterfront Operations and Training Space Usage Table 42: Summary of Commissary (Food Services) Space Usage Table 43: Summary of Music Space Usage Table 44: Summary of Ethics Space Usage

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Table 45: Surplus and Deficits Table 46: Scenario 2 Schedule Table 47: Scenario 3 Schedule

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List of Figures

Figure 1: Memorial Bench Figure 2: Aerial View - Surrounding Use Figure 3: Aerial View - USMMA Figure 4: USMMA Plebes candidates taking oath Figure 5: Delano Hall Figure 6: Sample Room Layout – Dean’s Office Figure 7: Sample Room Layout - Superintendent’s Office Figure 8: Sample Room Layout – Office (150 NASF) Figure 9: Sample Room Layout – Office (120 NASF) Figure 10: Sample Room Layout – Office (100 NASF) Figure 11: Sample Room Layout – Typical Computer Lab Figure 12: Sample Room Layout – Large Conference Room (400 NASF) Figure 13: Sample Room Layout – Medium Conference Room (200 NASF) Figure 14: Sample Room Layout – Small Conference Room (100 NASF) Figure 15: Sample Room Layout – Typical Medium Classromm (600 NASF) Figure 16: Sample Room Layout – Open Office Figure 17: Sample Room Layout - Open Office Figure 18: Sample Room Layout – Typical Large Classroom (900 NASF) Figure 19: USMMA Site Analysis and Primary Circulation Figure 20: Building Usage across USMMA Campus Figure 21: Distribution of Classroom Space by Department Figure 22: Distribution of Laboratory Space by Department Figure 23: Distribution of Office Space by Department Figure 24: Floor Plan of Existing Department Locations - Wiley Hall Figure 25: Floor Plan of Existing Department Locations - Fitch Building Figure 26: Floor Plan of Existing Department Locations - Samuels Hall Figure 27: Floor Plan of Existing Department Locations - Fulton Hall Figure 28: Floor Plan of Existing Department Locations - Gibbs Hall Figure 29: Floor Plan of Existing Department Locations - O’Hara Hall Figure 30: Floor Plan of Existing Department Locations - Bowditch Hall Figure 31: Floor Plan of Existing Department Locations - Furuseth Hall Figure 32: Floor Plan of Existing Department Locations - Bland Library Figure 33: Floor Plan of Existing Department Locations - Delano Hall Figure 34: Floor Plan of Existing Department Locations - Memorial Chapel Figure 35: Floor Plan of Existing Department Locations - Prosser Boat House Figure 36: Floor Plan of Existing Department Locations - Land Hall Figure 37: Floor Plan of Existing Department Locations - Melville Hall Figure 38: Floor Plan of Existing Department Locations - Patten Hall Figure 39: Floor Plan of Existing Department Locations - Pool Showers (Men) Figure 40: Floor Plan of Existing Department Locations - Pool Showers (Women) Figure 41: Floor Plan of Existing Department Locations - Barstow House (Museum) Figure 42: Floor Plan of Existing Department Locations - Public Works Building A Figure 43: Floor Plan of Existing Department Locations - Public Works Building B Figure 44: Floor Plan of Existing Department Locations - Tomb Field House

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Figure 45: Floor Plan of Existing Department Locations - Brooks Field House Figure 46: Floor Plan of Existing Department Locations - Vickery Gate House Figure 47: Floor Plan of Existing Department Locations - Paint Locaker Figure 48: Floor Plan of Existing Department Locations - Yocum Waterfront Center Figure 49: Wiley Hall - Main Hall Figure 50: Scenario 1 - Wiley Hall Reallocation of Space Figure 51: Scenario 1 - Samuels Hall Reallocation of Space (Upper Levels) Figure 52: Scenario 1 - Samuels Hall Reallocation of Space (Lower Level) Figure 53: Scenario 1 - O’Hara Hall Reallocation of Space Figure 54: Scenario 1 - Bowditch Hall Reallocation of Space Figure 55: Scenario 1 - Furuseth Hall Reallocation of Space Figure 56: Scenario 1 - Melville Hall Reallocation of Space Figure 57: Scenario 1 - Patten Hall Reallocation of Space (Lower Levels) Figure 58: Scenario 1 - Patten Hall Reallocation of Space (Upper Levels) Figure 59: O’Gara Room – Wiley Hall Figure 60: Scenario 2 - Wiley Hall Reallocation of Space Figure 61: Scenario 2 - Fitch Building Reallocation of Space Figure 62: Scenario 2 - Samuels Hall Reallocation of Space Figure 63: Scenario 2 - Fulton Hall Reallocation of Space Figure 64: Scenario 2 - Gibbs Hall Reallocation of Space Figure 65: Scenario 2 - O’Hara Hall Reallocation of Space Figure 66: Scenario 2 - Bowditch Hall Reallocation of Space Figure 67: Scenario 2 - Furuseth Hall Reallocation of Space Figure 68: Scenario 2 - Delano Hall Reallocation of Space Figure 69: Scenario 2 - Land Hall Reallocation of Space Figure 70: Scenario 2 - Melville Hall Reallocation of Space Figure 71: Scenario 2 - Patten Hall Reallocation of Space Figure 72: Scenario 2 - Public Works Reallocation of Space Figure 73: Scenario 2 - Yocum Waterfront Center Reallocation of Space Figure 74: Isometric Perspective of Campus Figure 75: Scenario 3 - Samuels Hall Reallocation of Space Figure 76: Scenario 3 - New Site Plan for Samuels Hall Redevelopment, Fitch Building demolition, and Green Space for Future Development Figure 77: Existing Samuels Hall – Front Elevation Figure 78: Scenario 3 - Samuels Hall Conceptual Rendering Figure 79: Scenario 3 - Bowditch Hall Classroom and Laboratory Relocation Figure 80: Scenario 3 - Relocated Access to Barstow House Figure 81: Scenario 3 - New Site Plan for New Student, Band Center, and Relocated Parking Area Figure 82: Scenario 3 - New Site Plan for Demolition of Melville Hall, Land Hall, and New Parking Area Figure 83: Scenario 3 - Site Redevelopment Plan Figure 84: CIP FY2015 to FY2020 Projects

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List of Abbreviations and Acronyms

Abbreviation/Acronym Description

A

ACE Academic Center of Excellence

AD Academic Dean (Department)

ADA Americans with Disabilities

ADM Admissions (Department)

ADMIN Administrative

ASF Assignable Square Feet

ASST Assistant

ATH Athletics (Department)

AV Audio/Visual

B

BER Building Evaluation Report

BFR Basic Facility Requirements

C

CAORF Computer Aided Operations Research Facility

CAT Computed Axial Tomography

CEFPI Council of Educational Facility Planners International

CFO Chief Financial Officer

CHAP Office of Chaplain (Department)

CHEM Chemistry

CIP Capital Improvement Project

CMO Chief Medical Officer

COMM Office of the Commandant (Department)

COORD Coordinator

CPR Cardiopulmonary Resuscitation

CR Civil Rights (Department)

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Abbreviation/Acronym Description

D

DEPT Department

DHS Department of Health Services

DoIT Department of Information Technology

DOT Department of Transportation

DPW Department of Public Works

DS Deputy Superintendent (Department)

E

EBA EBA Ernest Bland Associates, PC

ECG Electrocardiogram

Ed Education

EEG Electroencephalogram

EMR Electronic Medical Records

EMS Emergency Medical Services

EMT Emergency Medical Technician

ENG Engineering (Department)

Equip Equipment

Exam Examination

F

FICM Facilities Inventory and Classification Manual

FSD Commissary (Food Services Department)

FTE Full-Time Equivalent Student

FY Fiscal Year

G

GMATS Global Maritime and Transportation School

GSA General Services Administration

GSF Gross Square Feet

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Abbreviation/Acronym Description

H

HEA Health Services (Department)

HEGIS Higher Education General Information Survey

HR Human Resources (Department)

HUM Humanities (Department)

HVAC Heating, Ventilation, Air Conditioning

I

IT Information Technology

K

K Thousand

L

LIB Library

M

M Million

M2 Square Meters

MARAD Maritime Administration

MAX Maximum

MCPD Midshipmen Counseling and Personal Development

MECH Mechanical

Med Medical

Mez Mezzanine

Mgmt Management

MIN Minimum

MMarE Master of Science in Marine Engineering

MRI Magnetic Resonance Imaging

M&S Math and Science

MT Marine Transportation (Department)

MUS Music (Department)

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Abbreviation/Acronym Description

N

NASF Net Assignable Square Feet

NAVFAC Navy Facilities Engineering Command

NS Naval Science

NSCAD Nova Scotia College of Art and Design

NSF Net Square Feet

NSLIJ North Shore-Long Island Jewish Health System

NTS Not To Scale

NYS New York State

O

OB/GYN Obstetrics/Gynecology

OGP Office of Government-wide Policy

OSTCS Office of Shipboard Training and Career Services

P

PA Physician’s Assistant

P.O. Petty Officer

PD/PDCS Professional Development and Career Services

Phys Physical

PROC Procurement (Department)

PW Public Works (Department)

R

RISK Risk Management (Department)

RM Room

RN Registered Nurse

S

SAPR Sexual Assault Response Program

SARC Sexual Assault Response Coordinator

SEC Security

SF Square Feet

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Abbreviation/Acronym Description

SOW Scope Of Work

Svc(s) Service(s)

T

TBD To Be Determined

Tech(s) Technician(s)

TEFMA Tertiary Education Facilities Management Association

U

UFC Unified Facilities Criteria

UPS Uninterruptible Power Supply

USAFA United States Air Force Academy

USCG United States Coast Guard

USCGA United States Coast Guard Academy

USMA United States Military Academy

USMMA United States Merchant Marine Academy

USNA United States Naval Academy

W

W Women

WO Waterfront Operations (Department)

Definitions

Assignable Square Feet (ASF) The sum of floor space within interior walls of rooms that is assigned to, or available for assignment to, occupants for use

Gross Square Feet (GSF) The sum of all areas on all floors of a building included within the outside faces of its exterior walls

Net Square Feet (NSF) The area of an individual room/space that is available for use by personnel, furnishings, and equipment

Existing Square Feet Current ASF, NSF, or GSF of a space or building prior to any changes

Criteria Square Feet The NSF of a space determined by calculations from the USMMA space standard

Proposed Square Feet The projected NSF based on new design

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Acknowledgements

The following individuals are those whose guidance, insight, advice, and expertise made this Space Utilization Study possible.

United states Merchant Marine Academy, Kings Point, NY RDML James A. Helis Superintendent RDML Susan Dunlap Deputy Superintendent CAPT Ted Dogonniuck CIP Director LCDR Robert Ditroia CIP Officer All Department Leadership

Prime Consultants EBA Ernest Bland Associates, P.C.

802 Sligo Ave Silver Spring, MD 20910 301-589-4811

Ernest Bland, RA, AIA, NCARB Project Principal Reginald Clay Architectural Project Manager Geraldine Gooding Planner Christina Toibero Technical Support

Sub Consultant

Alpha Corporation Inc.

Civil Engineering Winchester, VA

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I. Executive Summary

June 27, 2015

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EXECUTIVE SUMMARY I.

The United States Merchant Marine Academy (USMMA) is an institution chartered to prepare midshipmen for careers in merchant marine engineering or other specialties in service to the United States military or private industry. As such, it serves a unique role in military and academic communities. Situated at Kings Point in Long Island, New York, the campus includes a range of buildings including: the original estate, Wiley Hall; numerous facilities built in the 1940’s to house the Academy; and several more recent additions. The buildings house classrooms, specialty academic functions such as laboratories, administrative spaces, and support facilities.

The Space Utilization Study was initiated by the USMMA to analyze existing space across the campus, assess space requirements for existing academic programs, services, and administrative spaces, to develop campus planning options that will contribute to improved program and service delivery with a positive fiscal outlook for the institution.

Residential functions were not reviewed as a part of this study.

In order to inform ongoing space utilization and Capital Improvement Project decision makers, the Scope of Work (SOW) for this report was developed. The scope of services includes: validation of client-provided plans;

determination of existing space usage; and options for reallocation based on benchmarking of similar institutions.

The existing mix of buildings provides opportunities for areas appropriate to various functions, but also presents challenges given the age and configuration of many of the structures. The unique nature of the campus also means that traditional academic benchmarking standards for space utilization do not always apply. Thus, this Study utilizes aspects of several benchmarking studies from similar or related institutions to develop a range of appropriate square footages for the given function and occupancy. The planning methodology, a chart of benchmarking sources, and resulting area allocations are included in the body of the report.

A Building Evaluation Report was performed in 2012; therefore the physical condition assessments are not replicated in this report. Per the SOW, consideration has not been given to the physical condition or accessibility of the existing or proposed spaces in the space allocations. However, such considerations may impact final costs and decisions regarding renovations and reallocations.

The results of the space utilization study indicate that sufficient area may be found within the existing structures to accommodate the designated program functions. When consolidated per the benchmarking standards and reasonable academic groupings, excess space may be realized. Such surplus space may accommodate additional program areas for growth or may allow for improved departmental cohesion. Should consolidation within a given facility be deemed infeasible, excess space may be reallocated or deaccessioned to further the goals of the USMMA.

Assumptions/Exclusions A.

The following assumptions and exclusions were utilized in this study:

Assumptions 1.

Per the SOW, there are no existing space utilization standards for USMMA.

There are no “untouchable spaces” in this study aside from the chapel when determining relocation needs.

There is an expected increase of approximately 150 midshipmen over the next five years.

The Academy is in operation 365 days a year, 24 hours a day, and must continue to be in operation during all phases of the design and any construction.

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Space on campus (academic) is only needed for approximately 75% of the enrolled midshipmen at any given time because approximately 25% of the students are at sea.

Space Codes are derived from the Council of Educational Facility Planners and the Postsecondary Education Facilities Inventory Classification Manual.

The USCG Standards are used for most space allocations except in areas of executive level management.

An average of space allocation from the four referenced standards was used as recommended by EBA Ernest Bland Associates, PC (EBA).

Relocation of laboratories should be avoided where possible due to the cost of such action.

Simulators will not be moved.

Net Zero Space Requirements are used in the recommendations for USMMA (existing total square footages would not be exceeded)

Exclusions 2.

In the analysis of the spaces, the following functions and conditions were excluded:

Living quarters and dormitories

Utilities and infrastructure

Physical condition assessments including environmental issues and accessibility

Note: Unknown at the time of engagement, and subsequent to commencement of this task, the National Park Service announced that the USMMA and the Barstow Mansion had been added to the National Register of Historic Places. As such, further study of the historic implications to the Academy and facilities may be required.

Findings and Recommendations B.

The results of the space utilization survey revealed a surplus in required space for academic and administrative functions to meet the program requirements of USMMA. Excluding dormitory and quarters, all interior spaces campus-wide were inspected for existing space usage and functionality. The planning team recommends the following:

Samuels Hall should be renovated and repurposed for classrooms, laboratories, and administrative office.

Melville Hall should be renovated and repurposed for use by the Band Master and Music Department or demolished.

Wiley Hall should be renovated to accommodate the Museum from Barstow House, may be converted to quarters for staff, or reallocated to meet USMMA goals.

Relocation of Departments may occur without increasing building footprint.

Future increase in student enrollment may be absorbed within reallocated academic spaces.

A new Student Center may be needed to replace Land Hall.

Naval Science should be relocated for proper department adjacencies.

Consolidation of general storage should be managed to remove excess, personal, and outdated items or equipment, to prevent the sprawl around campus.

Excessive storage of boats not within the mission of the Academy should be removed from campus property (i.e. Sailing Foundation property should be evaluated).

Rifle range and armory should be removed from Bowditch Hall and spaces should be repurposed.

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Although the Zero Deck of the dormitories is outside this scope of work, these spaces should be considered for storage of uniforms, sextants, and other student-specific items.

General storage for student’s personal belongings should be centralized.

Information Technology Department should be located in an administrative facility with similar requirements.

Existing layouts of facilities which do not meet prescribed criteria for administration and instruction due to configuration of spaces, room sizes, adjacencies, etc. should be relocated to more appropriate facilities.

Existing specialized lab spaces will require further study for usability, function, and future expansion of academic programs.

The survey results show Wiley Hall, Furuseth Hall, Samuels Hall, and Patten Hall contain several departments and functions that require relocation to achieve proper adjacencies and consolidation of similar functions. The surplus in available space allows the Fitch Building to be used as swing space for phasing of relocation efforts.

More detailed recommendations are provided in the Corrective Measures – Planning and Recommendations chapter of this study.

The results of this Study were presented to the Academy Superintendent, Deputy Superintendent, CIP, Academic departments, and support staff of USMMA on June 4, 2015 by EBA staff. The EBA planning team discussed the approach of the study including; data collection, analysis of standards and guidelines, development of space standards/assessment of space needs, analysis of existing space vs. new criteria, and recommendations.

At the request of the USMMA Superintendent, the EBA planning team also presented the results of the study to the office of the Deputy Assistant Secretary of Budgets and Programs, Mrs. Lana Hurdle, of the Department of Transportation (DOT) and Joel Szabat, Executive Director of Maritime Administration (MARAD) on June 23, 2015. An interactive meeting was held with DOT Budget and Procurement staff, with a question and answer session. The recommendations presented were well received and will be taken into full consideration moving forward.

Figure 1: Memorial Bench

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II. USMMA Background

Space Utilization Study

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USMMA BACKGROUND II.

The United States Merchant Marine Academy is located in Kings Point, NY. Established in 1943, its mission is “to educate and graduate licensed merchant mariners and leaders of exemplary character who will serve America's marine transportation and defense needs in peace and war." (Mission: U.S. Merchant Marine Academy, http://www.usmma.edu/about/mission, February 2013). USMMA is one of five federal service academies and is operated by the Maritime Administration (MARAD) of the U.S. Department of Transportation (DOT). The Academy became fully accredited as a degree-granting institution in 1949 and was made a permanent institution by an Act of

Congress in 1956. The Academy is located on 82 acres in Kings Point, New York, on the north shore of Long Island, 20 miles east of New York City. (See Figure 2: Aerial View – Surrounding Use) USMMA is located on 82 acres bordering Little Neck Bay and the residential neighborhood of Kings Point. The campus was originally an estate home of the Walter Chrysler family, and was later purchased by the Federal Government to house the Academy. The National Park Service has added the campus of USMMA at Kings Point and the Barstow Mansion, home to the American Merchant Marine Museum, to the National Register of Historic Places.

This designation recognizes USMMA’s historical significance to the nation, and acknowledges the architectural importance of the buildings and campus.

Over the past few decades, a series of needs and requirements have emerged at the Academy. As with many institutions, there are structural, economic, and physical space needs that evolve and require attention. The Department of Capital Improvement Project (CIP) compiled a summary and projections to address the annual fiscal issues. A recent Building Evaluation Report (BER) dated 2012 assesses the structural issues of the Academy. In order to address the spatial and physical needs of the Academy, USMMA acquired the services of EBA Ernest Bland Associates, PC (EBA) to develop its space utilization study.

EBA has relevant experience in planning, programming, and master planning of complex projects. The purpose of the space utilization study is to provide an accurate accounting of the various spaces on campus.

Figure 3: Aerial View - USMMA

Figure 2: Aerial View - Surrounding Use

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Academics A.

USMMA has a comparable leadership structure to that of a standard educational institution. The head of the Academy is the Superintendent (similar to a college president) who is responsible for the day-to-day operations of the campus. Under the Superintendent are the Deputy Superintendent, Academic Deans, Commandant, and Maritime Administration Staff; all are responsible for various functions throughout the institution.

The Deputy Superintendent is the principal executive for management control. The Academic Dean, like a college dean of faculty, is responsible for the curriculum and the supervision of the academic departments. The Commandant of Midshipmen is similar to the dean of students and handles all non-academic concerns of midshipmen, including military organization, conduct, and discipline. These administrative officers make up the Academy’s senior staff, and are assisted by support personnel in the daily operation of the institution. (Course Catalog 2017: USMMA)

The USMMA campus consists of residential, academic, and office spaces. The Academy provides a four-year academic program leading to a bachelor of science degree, a license as a merchant marine officer (issued by the U.S. Coast Guard), and an appointment as a commissioned officer in a reserve component of the U.S.

Armed Forces. “In time of war or national emergency, the U.S. Merchant Marine becomes vital to national security as a ‘fourth arm of defense’.” (USMMA) The school educates approximately 950 midshipmen a year in a number of disciplines. As part of the curriculum, each midshipman must spend a year at sea building on knowledge gained in the classroom.

The Academy provides students with a choice among six major programs:

Marine Transportation - a program combining nautical science and maritime business management.

Maritime Logistics and Security - a program combining nautical science, business, logistics, and maritime security.

Marine Engineering - an engineering program focused on shipboard engineering operations.

Marine Engineering and Shipyard Management - a program based on a marine engineering core and emphasizing the management of shipyards and other large engineering endeavors.

Marine Engineering Systems - an engineering program emphasizing marine engineering design.

Maritime Operations and Technology - a marine transportation program enhanced with marine engineering studies.

Each midshipman completes required classes in the core curriculum and then takes courses in their specific major.

The academic year is divided into three trimesters with 13 weeks in each trimester spanning 11 months, from late July to late June. Each student spends approximately one year at sea regardless of his or her chosen field of study. Training aboard a ship is intended to give midshipmen an opportunity to gain practical knowledge of the performance and operational characteristics of various types of vessels and provide exposure to the variety of operating requirements in the ocean shipping industry. Figure 4: USMMA Plebes candidates taking oath

(www.maritime-executive.com)

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In addition to the undergraduate program, USMMA offers a graduate degree in engineering as well as a graduate certificate. The Master of Science in Marine Engineering (MMarE) program is designed for working individuals seeking to enhance their professional experience with graduate education relevant to their work. The 36-credit MMarE program is an extension of the undergraduate programs in Marine Engineering and consists of six semesters of coursework. Goals of the graduate program include:

Establish graduate level education that will focus on issues typically encountered by mid-level and senior level practicing marine engineers.

Help the industry solve marine engineering problems.

Encourage young marine engineers to pursue careers in marine engineering education.

The Certificate Programs are intended to offer focused education to individuals who have completed advanced degrees or who want increased knowledge in special topics.

The leadership of the Academy is seeking to increase the number of professionals in the maritime industry.

Toward that end, there are two projected ideas targeting enhanced enrollment. First, a seventh program focusing on small vessel operations is being developed as a result of discussions with industry stakeholders.

This new program is in response to a need for individuals trained in small vessel operations specifically in the tug and barge industries as referenced in the Advisory Panel Report. Because of this new program, it is expected that the size of the regiment will increase by 150 students (midshipmen). Second, the Superintendents envision the Academy becoming a center for maritime simulation training and applied research. This may also result in an additional increase to the student body.

Training and support spaces for all programs are spread throughout approximately 975,000 GSF in 44 buildings supporting classrooms, maritime simulators, engineering laboratories as well as living quarters, dormitories, dining, and athletic facilities.

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III. Purpose

Space Utilization Study

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PURPOSE III.

The purpose of this study is to gain an understanding of how space is being utilized on the USMMA campus, develop a plan to address any space issues, and appropriately reallocate space where necessary. Space management in any facility consists of an accurate accounting, planning, and modeling of space in addition to the application of benchmarks to measure how well space is being used.

According to the 2010 Report by the USMMA Capital Improvements Advisory Panel, the process for the space utilization study began when a panel of senior executives and ex-officials of the Maritime Administration came together to make campus-wide recommendations for improvement. As the Advisory Panel toured the campus, they inspected the physical condition of all the major facilities addressed in the 2008 Capital Improvement Plan, and spoke with faculty and students to gain their perspective. Upon the completion by the panel it was concluded that the condition of the facilities on campus were not adequate for meeting the needs of the students in its current state.

Also through this panel, it was observed that the condition and functionality of the campus in its entirety was not on par with service academies in the same class despite the high distinction of the programs, faculty, and staff.

Of the four other service academies (the United States Military Academy (USMA) in West Point, NY; United States Naval Academy (USNA) in Annapolis, Maryland; United States Coast Guard Academy (USCGA) in New London, Connecticut; and the United States Air Force Academy (USAFA) in Colorado Springs, Colorado), USCGA is the campus most closely related to USMMA and approximately the same size by comparison. However, the US Coast Guard Academy has more staff dedicated to facility maintenance and planning, as well as a higher staff to cadet ratio than the US Merchant Marine Academy. USCGA also has fully staffed Design, Construction, and Planning Sections employing eleven staff to manage 35 buildings on 1.4 million square feet of space. See Table 1: Comparison of USMMA and USCGA Support Staffs.

Table 1: Comparison of USMMA and USCGA Support Staffs

School Dedicated

Planning Staff Buildings

Square Feet Maintained

Maintenance Staff

Student Body

USMMA None 44 976K 32 1000

USCGA 11 35 1.4M 65 973

(Source: USMMA Advisory Panel Report March 2010)

At the time of the publishing of this space utilization report, there were no dedicated planning staff for the 44 buildings at USMMA which has proven to be problematic for proper space planning (See Table 1: Comparison of USMMA and USCGA Support Staffs). Having planning staff in place that are knowledgeable about the facilities ensures that space on campus is used in an efficient manner with the appropriate amount of space required to fulfill their mission.

In lieu of planning staff, this study provides useful information to Academy leadership and staff when making facility-related decisions and developing maintenance budgets.

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Based on the recommendations provided by the Advisory Panel, an independent team of architects, planners, and engineers was contracted to conduct this comprehensive assessment of space and utilization at the Academy. The goal and directive of the team is to:

Understand the space needs of each department on campus

Perform on-site survey and evaluation for the purpose of providing plans and a report for improvements to space utilization in each facility (residential facilities excluded in this study)

Identify spatial deficiencies in use and function to propose corrective measures

Identify inherent excesses

Identify relocation possibilities for USMMA to align with benchmark and academic standards

Review the impact of proposed campus projects on existing (layouts) functional uses

Update AutoCAD Drawings provided by USMMA

Develop/Generate a report on comparative space utilization

Present findings/results of investigation and make recommendations. Recommendations may include: phasing of improvements, suggestions of additions/reduction, or reallocation of existing space between departments.

Additionally the study is to assist USMMA in defining a utilization standard based on research of comparable accepted standards. Upon establishing an acceptable benchmark, a comparison is made of existing space usage against the new standard. Comparative analyses with peer institutions help establish baseline requirements for future renovation projects and new construction which is vital when seeking funding. This level of information also enables individual users to better understand how their needs compare to various other facilities as well as providing a planning tool to assist with projecting renovations, migration of functions, and possible new construction. With standardized data and criteria, the CIP staff and administrators can compare similar institutions on a variety of indicators to assist with setting priorities for projects based on both limited spatial and financial resources.

Following the comparison, recommendations are provided for the utilization of current spaces. This should be useful for the reallocation of departments and the consolidation of functions at the Academy. Possible adjustments to the order of priority of CIP improvements, recommendations for reuse, renovation, demolition, and new construction are included for consideration as steps toward meeting the standards established. The information generated by this process allows the academy to enhance efficiency and minimize costs while maximizing the use of existing space.

United States Merchant Marine Academy

IV. Space Comparison Analysis

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SPACE COMPARISON ANALYSIS IV.

This section focuses on the methodology and process of the study. It includes a summary review of prior CIP’s which identify projects that may be relevant for preplanning concepts. Prior to the development of the study, space codes were determined and reviewed with USMMA. The codes are an integral part of the comparative analysis that is the basis of the development of the recommended utilization rate.

Methodology A.

The analysis of campus space and development of a standard is a multi-step process. The methodology employed in this study is one that has been used in various other academic and space utilization studies and has proven effective for accurately analyzing space inventory. Only academic, administrative, and support spaces were included in this analysis. No residential facilities were surveyed or studied. Analysis of campus space includes:

Verification of Existing Space Use

An essential element in the process is to field check the configuration and use of each space. This is accomplished by physically walking through the spaces and reviewing floor plans with individuals familiar with the layout to verify and highlight any changes.

Verification of Room Sizes

Physical inspections of rooms are conducted to ensure accuracy of sizes on the floor plans. An architectural team visited rooms in each building to check measurements against plans provided by USMMA. Accuracy of existing room sizes is critical when comparing standards, as this determines surpluses/deficiencies in space.

Verification of Current Staff

To verify staff numbers, the department head or a director provides a current listing of full-time, part-time, contract, volunteer, and seasonal employees. This step is done in conjunction with the verification of existing space so that each staff member is connected with a workspace.

Review of Facility Condition

A report of facility conditions is provided by the Academy in the form of a Building Evaluation Report. In this report, recommendations for demolition or renovation are given based on evaluation of mechanical, electrical, structural systems, and safety issues. This information is critical when making recommendations for reuse of space that involves potentially unsafe buildings.

Review of CIP

In this step, the Director of the Capital Improvement Program provides reports on current and previous year’s CIP projects. A review is conducted by the planning team for information regarding current and future projects that impact space utilization rates. Data gathered from the CIP reports is analyzed against survey results for conformance to the mission of the department and facility.

Consideration of Future Space Needs

Future needs are reviewed and discussed with the facility users when planning spaces for a department.

Factors that are considered include: increase in enrollment; increase in staff; additional classes added to the course schedule, and introduction of new technology (i.e. simulators). These are all factors which can cause an increase in space needs.

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Process B.

The space utilization study is a multi-step process. As changes can occur in the duration of a project, the planning team reviewed and verified information with USMMA staff throughout the process to ensure that all information remains current; this enabled the team to remain on track.

Review of CIP 1.

An analysis of the 2012 through 2014 Capital Improvement Projects provided by the Director of CIP was conducted by the planning team (see Tables below for listing of projects). Several of the listed projects involve infrastructure repairs, planning, physical improvements, and major upgrades to the dormitory facilities. These facilities are outside of the scope of this study and are mentioned for informational purposes only. There are projects in the CIP listings pertaining to academic and support facilities; those facilities are within the scope of this study and were considered. The CIP tables herein are reference listings of projects with a summary total projection or obligation of funding for the respective fiscal year. Itemized costs may be found in the actual CIP document.

Table 2: 2012 CIP

2012 CIP

Water Main Replacement

CAORF Emergency Preparedness Generator

Mallory Pier Design

Mallory Pier Construction

Delano Hall Renovation

Land Hall Student Center Renovation

Rogers/Cleveland Hall Design

Rogers Hall Renovation

Electrical Grid/Power Supply Improvement

Crowninshield Pier

Road And Sidewalk Repair

Safety Issues Barracks/Facilities

Total Obligation: $41,261,000

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Table 3: 2013 CIP

2013 CIP

Water Main Replacement

Mallory Pier Design

Mallory Pier Construction

Delano Hall Renovation

Rogers/Cleveland Hall Design

Rogers Hall Renovation

Electrical Grid/Power Supply Improvement

Crowninshield Pier

Road And Sidewalk Repair

Safety Issues Barracks/Facilities

Museum Bathroom

Zero Deck Design

Total Obligation: $9,020,000

Table 4: 2014 CIP

2014 CIP

Mallory Pier Design

Mallory Pier Construction

Delano Hall Renovation

Rogers/Cleveland Hall Design

Rogers Hall Renovation

Zero Deck Design

Zero Deck Construction

Cleveland Hall Renovation

Samuels Hall Design

Samuels Hall Renovation

Seawall Replacement

Grenwolde Loop Project

Electric Grid/Power Supply Improvement

Water Main Replacement

Crowninshield Pier

Safety Issues Barracks/Facilities

Road And Sidewalk Replacement

Total Obligation: $45,297,000

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The Director of CIP outlined the projects projected for FY 2015 thru FY 2020 in (see Figure 46: CIP FY2015 to FY2020 Projects). These projects are directly affected by the findings in this study as they relate to future usage of impacted facilities.

According to the USMMA Advisory Panel Report March 2010, several recommendations were provided to Academy staff for strategic planning, capital improvement projects, capital investments, renovation of existing structures and replacement of those structures no longer serving the needs of a modern educational institution.

Data Collection2.

Gaining a full understanding of current and future needs and understanding the stakeholder/user’s mission is vital to the planning process. There are various aspects of the data gathering process that occur in order to perform a space utilization analysis. The information gathering process includes:

Site Survey - walkthrough of the campus, room-by room tours of all academic and support spaces led by departments heads, directors, and staff

Document Gathering - obtaining reports, studies, and data from the campus that gives the team background information

Interviews - meetings with representatives from the CIP office and departments to gather information on current use and future needs

Independent Research - gathering information and data from similar educational institutions; researching other space utilization studies that may offer insight and assist in the analysis process; and comparative evaluation of educational standards.

Identification and Analysis of Standards and Guidelines3.

Defining a suitable benchmark is achieved by reviewing various space standards to determine which standards most closely relate in size and function to USMMA. The team narrowed its scope of analysis by reviewing space guideline standards and comparing square footage, number of students, staff, and type of institution in relation to USMMA. The space guidelines utilized provided standards for computation of space allowances using space categories listed in the national Higher Education General Information Survey (HEGIS) Space Classification System. TEFMA, an international standard, and GSA benchmarks were also viewed for comparison in the development of the metric for USMMA. A majority of the information was assessed based upon resources gathered however; input from the facility users was also considered.

Each space type has a specific method of calculation so prior to establishing standard criteria existing spaces are identified, grouped by type, and assigned a space use code (See Appendix D). Space use codes represent the models for classifying assignable space by functional use within the Academy facilities. The Postsecondary Educational Facilities Inventory and Classification Manual (FICM) 2006 Edition from the Institute of Education Sciences was used as a guideline for establishing space codes and classifications for USMMA. These codes and classifications become a numbering system which serves to group and classify the various types of functional spaces located on the campus. For example, instructional classroom space is categorized as “Classroom Facilities”, has been assigned a 100 series space code; a specific classroom is assigned a 110 code. Support space for classrooms such as a closet is assigned a 115 code. A list of space use categories established for this study can be found in the Appendix A.