Attachment D- 2026-0702_SWCC-B&T-Study_Concept-Final-Report.pdf

Vi rg in ia Community Col lege System

Southwest V i rg in ia Community Col lege

Replace Buchanan and Tazewel l Hal ls Programming and Pre-Planning Study July 2, 2026

Project Code: 260-18687-000

CONTENTS

1 Introduction

Executive Summary College History and Background

2 Existing Conditions Observations Campus Development and Features

3 Visioning and Programming Stakeholder Workshops Building Program

4 Site Plan and Phasing

5 Architectural Design Floor Plans Renderings Architectural Narrative

6 MEP-FP Systems Narratives Civil Engineering Narrative Structural Design MEP-FP Systems IT/Telecom Narrative

7 Opinion of Probable Cost

8 Acknowledgements

9 Appendix

This Report Prepared For:

32 Southwest Virginia Community College | Replace Buchanan and Tazewell Halls Study

Aerial photograph of the Southwest Virginia Community College campus source: www.sw.edu

INTRODUCTION

Tazewell Hall and Buchanan Hall are approaching the end of their useful lives and are no longer adequately serving the mission and programs of the Southwest Virginia Community

College. The Virginia Community College System has therefore proposed their replacement and have engaged an AE team led by Grimm + Parker

Architects to perform a concept design study to establish the vision, scope and an opinion of probable costs for the replacement of these two existing buildings with one new building.

Tazewell and Buchanan house the majority of the College’s administrative functions, and spaces which support key academic programs, as well as essential public and student-facing functions including Workforce and Student

Success. These buildings are located on the

“upper campus” along with Dellinger Hall

(college library), Russell Hall (the largest academic building on campus), and Dickinson

Hall. This group of five buildings and a small outdoor gathering space situated just outside the Dellinger Hall entry make up what the

College considers the “Core” of the campus.

The replacement of Tazewell and Buchanan provides an opportunity to not only better serve the College’s mission with state-of-the-art facilities, but also to strengthen the sense of place at the campus core and recast the image of the College. Therefore, the strategy proposed by the System and the College is to raze

Buchanan Hall and construct a new building of approximately 75,000 gross square feet on that site to accommodate at least all functions currently housed in Buchanan and Tazewell.

Upon completion and occupancy, Tazewell will then be razed, and a new, expanded campus quad will be constructed with appropriate outdoor amenities and improved access for pedestrians and vehicles. This approach maintains the desired consolidation of buildings at the campus core and redistributes parking to the edges of the campus – facilitating the creation of a pedestrian focused campus core.

This Concept Design Study has been executed based on the strategy described above. The study process unfolded over three phases:

Vision & Programming, Draft Concept Design and Final Concept Design. This report details the activities and outcomes of each phase of design which took place with the enthusiastic and close collaboration of the college via numerous meetings and workshops both in-person and virtual. The essential outcomes of each phase are outlined here:

VISION & PROGRAMMING

This phase of design involved an assessment of the existing conditions, both physical and operational, a definition of the project goals and priorities, and the creation of a facility program which establishes and right-sizes the desired functions for the new building. The vision and goals for the project can be summarized with the following “success themes”:

• A Welcoming Front Door to Campus

• A Student-Centered Hub of Activity

• A Streamlined, Collaborative Workplace

• A Durable, High-Quality Design

The facility program addresses all the functions that currently exist in Tazewell and Buchanan in a manner that reflects the College’s academic and operational priorities, service delivery models, and current best practices in accommodating the functions. Of particular emphasis is the suite of functions that comprise

Student Success. These are typical of the “one-stop-shop” concept which consolidates student services in a welcoming, accessible, and easily navigable arrangement in a “front door” location on community college campuses. The overall components of the facility program are as outlined below:

• Administration: 6,380 NSF

• Information Tech: 2,001 NSF

• Student Success: 10,648 NSF

• Workforce: 2,562 NSF

• Academics: 15,438 NSF

• Shared Functions: 8,375 NSF

Total Net Square Feet 45,404 NSF

Given the diverse functions accommodated, the need for two primary building entries, and the parking access and site constraints, a

1.65 grossing factor has been applied to the

Net Square Footage, resulting in a building of approximately 75,000 Gross Square Feet, as anticipated by the System. The concept design ultimately proposed in this Study is 75,800 Gross

Square Feet, including exterior space beneath overhangs and canopies.

DRAFT CONCEPT DESIGN

The goal of this phase was to ensure optimal operations and to develop site and building organizational strategies which will achieve the success themes identified in the visioning phase. As such there is a focus on site and building planning and the potential phasing and logistical complications of displacing a considerable number of functions in order to demolish Buchanan Hall and create a clear site for new construction.

The displacement of existing functions in

Buchanan was addressed vigorously by the college. Recognizing that providing temporary facilities would be expensive, and inconvenient

54 Southwest Virginia Community College | Replace Buchanan and Tazewell Halls Study

EXECUTIVE SUMMARY1

for students and staff, the College found existing space throughout the campus to accommodate the Buchanan functions either temporarily or permanently. As a result, a temporary facility is required only for the College bookstore, and relatively modest interior renovations will be required in existing space. Both of these conditions are considered in cost estimating. In exploring concept design options, the design team was therefore able to work conceptually with a clear site, although one with limited developable area and challenging site access conditions.

Site Planning The Southwest campus core is situated along a relatively long and narrow stretch of east / west oriented land suitable for construction on a topographic ridge. The property slopes down considerably and abruptly along both the north and south edges of this “upper campus”.

Substantial, expansive views of the surrounding landscape can be enjoyed from the upper campus particularly to the south at the new building site. The five existing buildings on the upper campus are arranged like a string of pearls along the middle of this stretch of land with sizable parking lots at either end. Situated on the site of the existing Buchanan Hall, the new building is necessarily linear in configuration, having an east-west orientation with one end facing a proposed expanded campus quad and the other facing the main upper campus parking lot. Therefore, the site planning design priorities are as follows:

• Provide a welcoming, accessible and appropriately prominent entry experience at both ends of the long and relatively narrow building.

• Prioritize the pedestrian experience with amenities and ease of navigation and access.

• Provide outdoor space which facilitates student engagement.

• Ensure that vehicles (including buses) can safely traverse the upper campus for access, service, deliveries and public safety. Where possible, segregate pedestrian and vehicular traffic.

• Accommodate drop-offs and minimal parking proximate to the new campus quad.

The Site Planning and Phasing section of this report provides further detail and illustrative site plans.

Building Planning For the Draft Concept phase of design activities, the focus was on accommodating the program with the desired adjacencies and determining the optimal location of the various functions within the two-story building and relative to the site. The primary drivers are the location of the major student facing and public functions such as Student Success – or the “one stop shop”

– and Workforce, given ongoing community engagement. These student and public facing functions are appropriately located on the first floor with the second floor devoted to academic functions and administration. Therefore, the building planning design priorities are as follows:

• Create a prominent and welcoming “front door” experience for students and visitors to the campus and the building.

• Consolidate Student Success functions at the “front door” on the campus quad, organized and configured for ease of navigation and access by students.

• Create a place that facilitates student engagement and collaboration as a hub of student activity in and around the building.

• Planning to provide a memorable and easily navigable experience inside the building for students and visitors.

• Design to create a user experience which reflects the college’s forward-looking vision and mission.

The planning concept which emerged and was endorsed by the College is one of an “interior street” and an “interior plaza” on the first floor and a similar configuration on the second floor but reduced in scale. The interior street provides easy and memorable navigation to all functions and connections to the campus on both sides.

Student Success is located on the east end of the interior street with access directly from the

Campus Quad and Workforce is located at the west end with access directly from the major

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Proposed site zoning diagram

Concept Diagram sketch parking lot. The “interior plaza” on the first floor provides a hub of activity and collaboration activated by food service, student lounges and the bookstore. The analogous spaces on the second floor are conceived to be more subdued, offering the same ease of navigation with places for quiet study and views into the science labs.

the scope of the project adequately to inform cost estimating. The extent of investigations and level of detail in systems descriptions is necessarily limited and therefore requires assumptions and risk management which are typically addressed with contingencies and qualifications with the cost estimating. For example, the structural engineering narrative assumes that soil conditions are consistent with those identified in the adjacent Dickenson

Hall geotechnical engineering report provided to the design team by VCCS. Likewise, partial investigations of the physical data network were performed to anticipate the relocation of the college’s IT Hub from Tazewell to the new building upon completion. The existing cabling between buildings and within buildings was determined to be obsolete and in some cases in poor condition. A complete and thorough analysis of the campus network is beyond the scope of this study. A focused and more intensive investigation may be necessary to fully develop the scope and costs associated with relocating the IT Hub. Cost estimating provides assumptions based on prior experience and best practices.

Administration functions are configured along the west and south edge of the second floor with prominent views to the landscape and the

Campus Quad.

FINAL CONCEPT DESIGN

The activities and outcomes of the Final

Concept phase of this study were focused on refining the site planning and building planning based on the draft concept, and on exploring initial approaches to space planning, image and character. Architectural and engineering narratives, describing buildings systems, were developed along with the development of the planning. These narratives and the associated drawings were used to support an opinion of the probable construction costs.

Site Plan Refinements: These refinements developed reliable concept-level configurations and dimensions for roadways, driveways and parking while ensuring safety and adequate space for outdoor gathering and events on the campus quad. Likewise, a stormwater management strategy and accommodations for utilities were addressed.

Space Planning: Concept level space planning

The Architectural Design and Systems Narratives sections of this report provide illustrative drawings and further detail.

Opinion of Probable Cost G+P engaged a professional cost estimating consultant, Downey & Scott, to provide a conceptual opinion of probable cost based on estimating derived from the drawings and narratives provided in this report. That opinion of costs is attached to this report.

The level of detail in design documentation is necessarily limited given the scope of this study; therefore, the opinion of probable cost is based significantly on unit cost and cost per square foot factors informed by experience with similar projects and the current construction market. Additionally, a relatively significant

Design Contingency (15%) is incorporated in the estimate to account for the ultimate development of design detail. A Construction

Contingency is not included in the estimate.

It is recommended that the owner carries an additional 3-5% to account for unforeseen conditions and other changes during construction. The opinion of costs is provided was proposed to ensure that the design can accommodate the program within the confines of the building and related to the site planning in a manner that will optimize the operations, support the service delivery model of the various departments, and achieve the overarching project goals and priorities. While varieties of configurations were explored and are feasible, particularly with the administrative functions, the solution proposed here was satisfactory to the college and provides further scope definition to support cost estimating.

Image and Character: While a complete design resolution of the building exterior is beyond the scope of this study, exploration of options for image and material quality were provided to the college for direction to develop renderings to convey the possibilities for a building which presents a forward-looking image for the college and provides and inviting and welcoming user experience.

Systems Narratives & Risk Management Architectural and engineering systems narratives are typical of a concept design study and convey for hard construction only; it excludes soft costs and is based on a single contractor procurement via a lump sum General Contract with escalation calculated at 36 months from the date of this report to the mid-point of construction. The following summarizes the hard construction costs.

Building Construction Costs:

(Including minor renovations in existing buildings and one temporary trailer for the

Bookstore to accommodate relocations of some functions during construction:

$45,895,387 Sitework Construction Costs:

$7,804,751

TOTAL CONSTRUCTION COSTS

$53,700,138

98 Southwest Virginia Community College | Replace Buchanan and Tazewell Halls Study

Blocking and Stacking program diagrams of the selected concept design option

Southwest Virginia Community College was established in 1967 and enrolled its first class of students in 1968. The college is a member of the

Virginia Community College System (VCCS) and serves the counties of

Buchanan, Dickenson (partial), Russell, and Tazewell.

Vision: SWCC transforms lives, strengthens communities, and inspires excellence.

Mission: SWCC, a comprehensive two-year institution, provides quality educational and cultural enrichment opportunities for lifelong learners, workforce, and community.

sources: college website, www.sw.edu, and 2016 masterplan

About Southwest V irg inia Community Col lege

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View of the existing campus quad and clocktower.Virginia’s community college service areas. source: VCCS

Campus Development

The Southwest Community College campus covers approximately 75 acres on US Route 19 South in a predominately rural and light industrial area in

Cedar Bluff, VA. Most of the campus falls within Tazewell County, with the western end in neighboring Russell County. Geographically, the campus is distinguished by a ridge that runs through campus from east to west with steep slopes down on either side to the north and south. This topographic condition provides dramatic panoramic views of the landscape from the ridgeline but severely constrains the area that can be developed — thus shaping the development of the campus throughout its history.

Buchanan Hall, the college’s first building, was built on the ridge in 1968, accessed by a campus drive that snakes up the slope from the highway below. With subsequent development through the 1970s, the upper ridge was built out with Russell, Tazewell, and Dickenson Halls added to the west of Buchanan. In 2009, Dellinger Hall was built to the north of Buchanan and

Tazewell Halls and is the only building to actively mediate the change in elevation between upper and lower campus. The ridgeline is bookended by two large asphalt-paved surface parking lots. The central zone is the focus of this study, but the campus also includes additional academic and recreation buildings on the north side of campus and athletic fields and support buildings on the south side of campus.

Exist ing Condit ions2

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Above: An early aerial photograph of Buchanan Hall Below: Campus Master Plan from 1983 source: 2016 SWCC Masterplan document

Exist ing Campus Plan

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Campus Buildings Key

1. Dickenson Hall

2. Russell Hall

3. King Community Center

4. Dellinger Hall

5. Tazewell Hall

6. Buchanan Hall

7. Davis Hall

8. Armory

9. Maintenance Building

10. Head Start Center

11. Physical Plant

Site Constraints:

The campus quad and the first floors of

Buchanan, Tazewell and Dellinger Halls are all at the same elevation of approximately 2,375’ above sea level. The topography across the top of the ridge is nearly flat, with steep slopes down to the north and south. The lower site plan diagram at the right shows this existing area, with the areas more than 5’ lower than the upper quad shaded in red. (Fig diagram)

The overall project area is a little over 200’ across from north to south and about 800’ long from east to west. Two football fields could be set end to end in this area along the top of the ridge.

The west and north edges of the ridge top are defined by existing construction that will remain.

Russell Hall solidly marks the western edge.

From the east face of Russell Hall to the west face of Dellinger Hall is about 300’, about a two minute walk. (Fig diagram)

The existing drive that climbs to the top of the ridge from the northwest arrives at a small visitor parking and vehicle drop-off loop with a retaining wall along the north side. This drive continues between Russell and Tazewell and connects to College Drive, the primary vehicular circulation route around campus. Dellinger Hall holds the northern edge of the ridge top and projects over the slope below. To the east of

Dellinger is the building’s mechanical yard and service parking area, beyond which is a stand of dense trees. The east and south edges of the ridge top are less defined. A large surface parking lot extends to the east. A turf lawn with scattered trees slopes down to Community College Drive and the athletics area below on the south.

Material Context:

In visioning meetings, some college stakeholders shared their view that the new building should match existing buildings to create a cohesive campus fabric. There is also an over-arching goal for the new building to be visually striking to express the forward-thinking, dynamic character of the college. We believe it is possible to do both by understanding the existing material context and drawing from it in creative ways.

Beginning at the center of the campus quad, a steel-framed clocktower commemorates the college’s 2012 No Limits Campaign. Three sides of the quad are framed by buildings —

Dellinger on the north, Tazewell on the west, and Buchanan on the east — with the south side open to the landscape beyond.

Dellinger Hall, the newest building on campus, features a large, glazed commons space with an overhanging arched roof. The large roof, articulated with exposed steel columns and curved glulam beams, creates a welcoming, 1918 Southwest Virginia Community College | Replace Buchanan and Tazewell Halls Study

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Existing site diagram with Buchanan and Tazewell Halls removed. The edge of steep slopes are shown in red lines.

Existing campus cross section through ridge and Dellinger Hall, looking east toward Tazewell Hall

Existing campus plan with ridge top elevations highlighted.

sheltered space and mediates between the quad and the gathering spaces inside. Adjacent to the commons, the elevation facing Buchanan is clad with a natural stone veneer laid in an ashlar pattern. The remainder of the building is clad in red brick with accents of white metal paneling.

In contrast to Dellinger, the earlier buildings on campus — Buchanan, Tazewell, and Russell — have limited glazing and simpler architectural forms. Buchanan and Russell are clad entirely in a red-brown blend of brick veneer with limited precast concrete details. Tazewell has a base level of stone topped with a two-story stucco volume that overhangs the base on all sides. The three buildings are functional and efficient; they exhibit trends of architecture from the 60s and

70s to favor simple rectilinear forms, repetitive construction, and limited exterior glazing.

A few building materials have the potential to become unifying features for the campus. Red to brown brick clads most buildings and is the most obvious material choice. Brick is also the medium that local artist and instructor Johnny

Hagerman has used to create vivid, expressive sculptures that embellish the interior of Dellinger

Hall and the King Community Center. These works are integrated into the interior walls at key focal points through the buildings and are both a point of pride and an expression of local identity.

They exemplify the extraordinary potential of an everyday material to be used creatively to produce beautiful, memorable results.

The second distinctive material is the natural stone that clads the base of Tazewell Hall and the College’s main entrance sign. The stone veneer used on Dellinger is similar but more refined and laid in a tighter pattern. Stone composes much of the area’s hills and can be seen cut along the highway and peeking through the grass of nearby pastures.

As mentioned before, wood timber is featured in

Dellinger and relates to the rural character and extensive forests of southwest Virginia. Structural heavy timber framing, exposed wood soffits, entrance canopies, and trellises are all potential applications of this versatile natural material.

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Photographs of Buchanan (top), Tazewell (lower left), and Dellinger Halls (lower right) taken from the campus quad during the AE team’s site visit.

EXISTING CAMPUS MATERIAL PALETTE

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Photographs of Buchanan, Tazewell, and Russell Halls showing the blended brick and natural stone cladding.

Photographs of Dellinger Hall, illustrating the materials palette, exposed structure, and glazed window walls.

Visioning Workshop AE team representatives from Grimm + Parker Architects and 2RW Engineers visited the Southwest Virginia Community College campus on October

6 and 7, 2025, and led a series of interactive workshops with College administrators, faculty, staff and students.

In the visioning meetings, the AE team introduced themselves to the college and presented an overview of the study scope and process. The team led engagement activities in a variety of formats, designed to elicit interaction and consensus-buiding among participants. These sessions generated strong reactions and lively discussion from stakeholders across the college community. The workshops bolstered the design team’s understanding of the college’s priorities, needs, and culture and underpinned the subsequent design work.

• Campus walking tour

• Kick-off Meeting - College leadership & core advisiory committee

• Visioning & Goal Setting Workshop - expanded stakeholder group

• Additional Campus Tour & Space Assessment

• Programming Workshop

• Student Panel Discussion & Lunch

Vis ioning and Programming3

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Above: Word clouds generated from responses to workshop questions.

Right: Building “Image and Character” posters with green and red dots indicating features that college stakeholders either liked or disliked.

Success Themes

Challenges

Right: Design team campus tour in October, 2025

Existing Site Observations

This diagram shows the existing core campus with pedestrian circulation and building entries highlighted in blue.

Photographs and notes describe some of the key campus planning challenges that the college and design team agreed must be addressed by the design.

The terrace on the south of Buchanan Hall offers views and light but is disconnected from the building interior.

Parking crowds the main campus quad, detracting from what should be an important shared space.

The main entry from the east features noisy, unsightly mechanical equipment and other utilities that should be moved to a less prominent location and screened.

BUCHANAN HALL

DELLINGER HALL

TAZEWELL HALL

RUSSELL HALL

KING COMMUNITY

CENTER

Circulation and wayfinding for drivers and pedestrians is unclear, with multiple drive lanes and parking areas to navigate.

During the visioning workshop, participants responded to the following questions, imagining that the new building and quad are complete and everyone is thrilled with the results.

1. What made the project such a success?

2. How has this project affected the culture of SWCC and the experience of being on campus?

3. What are the potential obstacles to success?

After writing their responses individually on index cards, they gathered in six breakout groups to compare and discuss their reactions to the questions.

Then each group drafted a common set of themes that represented the most important and widely shared ideas and concerns. The resulting themes have been sorted into the following four impact areas:

• Welcoming Front Door to Campus

• Student-Centered Hub of Activity

• Collaborative Workplace

• Durable, High-Quality Design

Vis ioning and Success Themes

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Participants created a set of success themes in small groups and presented them back to the larger group for discussion.

Student-Centered Hub of Act iv i ty

INTUITIVE

• Streamline navigation to access all core student services.

• Consolidate services centered around student success for a smooth, frictionless experience.

• Provide continuity through every stage of the college experience — for current and prospective students.

COLLABORATIVE

• Spaces for students to gather outside of classes and make their own.

• Range of space types, from small meeting rooms to open commons with flexible lounge seating.

• Celebrate the best attributes of the on-campus experience.

HEART OF CAMPUS

• Support a healthy student culture.

• Develop student bonds with one another across programs.

• Increase student confidence that they can find the support they need.

Welcoming Front Door to Campus

ATTRACT

• An open and inviting gathering place where all students, staff and faculty feel comfortable.

• Modern and light-filled.

• Warm, friendly, safe place.

INSTILL PRIDE

• Represent the SWCC community well.

• Catalyze the next phase of growth and development

ENGAGE CONTEXT

• Incorporate references to the local culture and natural features.

• Integrate with the landscape.

• Root in the place, potentially through naming, like Tazewell and

Buchanan, but also in character.

ACCESSIBLE

• Provide universal access, thinking beyond ADA requirements.

• Address weather and maintenance impacts on access.

• Connect to other buildings and parking/arrival points.

Col laborat ive Workplace

COLLABORATIVE

• Workspaces where staff can connect with their colleagues.

• Empower all staff to contribute to the success of the college

UPLIFTING

• Energizing environment for staff.

• Provide access to natural light and quality views of the landscape.

• Manage acoustics to support focus and concentration.

RESPONSIVE

• Flexible layout that adapts to changing needs over time.

Durable, High- Qual i ty Design

STRATEGIC

• Integrated with current patterns of use on the campus.

• Mindful of potential for future development.

ENDURING

• High-quality, proven materials and systems.

• Striking and attractive building that will age gracefully.

• Design that is straightforward to operate and maintain.

ADAPTABLE

• Multi-purpose spaces for increased service life.

FUNCTIONAL

• Ensure comfort and well-being of occupants.

• Optimize energy efficiency through building orientation, placement of openings, and design of HVAC systems.

• Mechanical equipment and other utilities are concealed.

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Programming The programming process began with the initial visioning sessions where the college described how the new building should feel and operate. Their success themes guided the program development and are infused in the resulting space inventory. The process of establishing the space demand for the new building was threefold:

• High-level strategic direction from College leadership to determine what college units / departments would occupy the new building.

• Direction from Departmental leadership to understand the relationship among departments, their staffing demands, service delivery models, pedagogical philosophies and approaches, and preferred adjacencies.

• Detailed engagement with department leaders and staff to understand how they operate, identify every type of space and function desired per department, and to “right-size” the spaces relative to the activities and number of occupants intended.

Throughout the programming process, Grimm + Parker presented reference floor plans and photographs of each space type from completed buildings to demonstrate how spaces would look and feel. These illustrations supported conversations with the college leadership, helping, for instance, to confirm the size of a proposed lab or conference room was adequate for its intended uses.

Occupants of the Building The recent appointment of a new College President was fortuitous as the overall operational and programmatic priorities for the College were being reviewed. As a result, the College leadership provided direction to relocate certain functions and consolidate others. Among the key decisions was to relocate Admissions from Dickenson to the new building, and to ensure that student services are consolidated in the new building. Likewise, leadership provided direction the kinds of spaces needed to create a hub of student activity – study, collaboration and gathering.

Departmental Staffing and Operations Meetings that included all department heads and College leadership were conducted to discuss operational priorities, staffing needs (including projections for growth or contraction), how the departments collaborate and opportunities to share spaces such as conference rooms and departmental reception and waiting. This discussion addressed existing and preferred patterns of use by students and staff campus wide and within the buildings. Additionally, these meetings identified the need for shared spaces such as classrooms, student lounges, food service and the bookstore – functions not dedicated to a specific department. The site planning, building blocking and stacking approach and the floor plans illustrated later in this report reflect this input.

Departmental Space Needs Meetings were conducted with each department separately, including department heads and key staff, to determine specific space needs and ensure that spaces were provided that best support the operational and educational priorities. Discussion was informed by a detailed review of current space utilization as well as precedents and best practices

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Building program areas chart and initial adjacency diagrams.

First Floor Adjacencies

Second Floor Adjacencies for familiar collegiate functions such as classrooms, labs, conference rooms and offices. Grimm + Parker used the CPSM Standards for Space

Planning (section 6.1.1) as a benchmark to maintain consistency across categories, like offices for example. The facility program data that resulted was organized in spreadsheet format by department and shared with the

College for review, comment and final reconciliation.

From the start, it was clear that creating a “one-stop” student services area was a top priority for the college. This component of the program required careful study to ensure that all the functions needed most for students would be as easily accessible as possible. Southwest Virginia Community

College serves a diverse student population across credit and workforce programs, and many individuals come to the college not knowing how to navigate the services it offers. The college leadership reported that some prospective students leave campus if they are unable to find what they are looking for. Others may be attending courses but unaware of other services that are available to them. The diagram at the right illustrates the range of functions the college decided should be connected in the “one-stop”.

The following outlines and illustrates the complete facility program and the programmatic relationships that were utilized by the design team to generate the concept design made up of the following departmental units.

The total net square footage is approximately 45,400 sf. Given the intended gross building area of 75,000 sf, this results in a 65% efficiency factor -which aligns with the CPSM target ratio for combined Office and Classroom buildings (66%, Table 6.1.2.4 ).

Administration “One-Stop-Shop” Student Services and Key

Shared Functions to be ConsolidatedI.T. Workforce Student Success

Academic Shared and Foodservice Support

• Dean of Students

• Advising Center

• Admissions & Accessibility

Services

• Financial Aid

• TRIO Student Support

Services

• Student Success Office

• Enrollment Management

• Engagement & Retention

• Food for Thought

• Veterans Upward Bound

• Student Technology

Support

• Great Expectations

• Business Office/Cashier

• 4-Year Partners

• Bookstore

• Student Lounges

• Welcome Desk

• Conference Rooms

• Informal Study

• Foodservice and Dining

• Workforce Advising

• Small Business

Development Center

• APEX

• Career Services

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Right: Graphic Program Diagram

Programming Functional Unit & Space Description NASF Capacity QTY. Total Notes

ADMINISTRATION

President's Suite President's Office 275 6 1 275 Assistant 120 1 1 120 President's gateway / connected directly to Pres.

Reception 120 4 1 120 Seating for four - Incresed per owner comments Conference Room 900 30 1 900 Kitchennete / catering 200 1 200 Kitchenette / catering space has been provided Storage 50 1 50

Institutional Advancement VP 120 3 1 120 Two guests Director of Educational Foundation 110 2 1 110 One guest Business Manager 110 2 1 110 One guest Assistant Business Manager 100 1 1 100 Grant Writer 150 4 1 150 Marketing 100 1 1 100 Communications 110 2 1 110 One guest Reception / Waiting 120 3 1 120 Conference Room 15 0 Shared will suffice Storage General 100 1 100 Incorporated in open areas Storage Room 100 1 100

Human Resources 0

CHRO 120 3 1 120

Payroll Staff 120 2 1 120 One private office / two staff HR Staff 120 2 1 120 One private office / two staff Computer station 64 1 1 64 Reception / Waiting 2 0 Conference Room 5 0 Storage 40 1 40 Per request from Assoc. VP

Finance and Administration

VP 120 3 1 120

Assistant - Open Office 64 1 1 64 Reception / Waiting 3 0 Shared will suffice Conference Room 15 0 Shared will suffice

Shared conference and reception will suffice

Functional Unit & Space Description NASF Capacity QTY. Total Notes

ADMINISTRATION

President's Suite President's Office 275 6 1 275 Assistant 120 1 1 120 President's gateway / connected directly to Pres.

Reception 120 4 1 120 Seating for four - Incresed per owner comments Conference Room 900 30 1 900 Kitchennete / catering 200 1 200 Kitchenette / catering space has been provided Storage 50 1 50

Institutional Advancement VP 120 3 1 120 Two guests Director of Educational Foundation 110 2 1 110 One guest Business Manager 110 2 1 110 One guest Assistant Business Manager 100 1 1 100 Grant Writer 150 4 1 150 Marketing 100 1 1 100 Communications 110 2 1 110 One guest Reception / Waiting 120 3 1 120 Conference Room 15 0 Shared will suffice Storage General 100 1 100 Incorporated in open areas Storage Room 100 1 100

Human Resources 0

CHRO 120 3 1 120

Payroll Staff 120 2 1 120 One private office / two staff HR Staff 120 2 1 120 One private office / two staff Computer station 64 1 1 64 Reception / Waiting 2 0 Conference Room 5 0 Storage 40 1 40 Per request from Assoc. VP

Finance and Administration

VP 120 3 1 120

Assistant - Open Office 64 1 1 64 Reception / Waiting 3 0 Shared will suffice Conference Room 15 0 Shared will suffice

Shared conference and reception will suffice

Storage 0 Shared will suffice Director / Business Office 120 3 1 120 Cashiering - With One-Stop

Transaction Counter & Back-counter Space 0 0 0 0 Cashier Private Office 0 0 0 0 Cashier Secure Storage 0 0 0 0

Admin / Office Specialists 120 3 2 240 Intern - Open Office 64 1 1 64 Storage 100 1 100

Institutional Research Institutional Research Officer 120 3 1 120 Admin / Travel Open Workstation 64 1 1 64

Registrar / Dual Enrollment Registrar Private Office 100 2 1 100 Dual Enrollment Coordinator Private Office 100 2 1 100

VP - Academic & Student Affairs VP Private Office 150 5 1 150 Assistant - Open Office 64 1 1 64 Reception / Waiting 6 0 Shared will suffice Conference Room 15 0 Shared will suffice

Admin Shared Space Conference Rooms

Large Conference Room 750 25 1 750 Small Conference Room 200 8 2 400 One added per owner request Huddle Rooms 100 4 2 200

Admin Reception: One Open Workstation + Seating 325 8 1 325 General Storage 150 1 150 Breakroom - In Building Shared Spaces 0 0 0 0

Subtotal Admin. 6,380 net Approx 8,325 Existing

3736 Southwest Virginia Community College | Replace Buchanan and Tazewell Halls Study

Information Technology

CIO 150 3 1 150 Required work area & storage in office Network Administrator 175 3 1 175 Required work area & storage in office Helpdesk Manager 120 3 1 120 Helpdesk

Technicians - open workstations at helpdesk 68 2 136 Counter & Waiting Area 200 3 1 200

IOS Technician 110 1 1 110 SIS Manager 110 1 1 110 Work / Meeting / Breakroom 300 8 1 300 Agreed to combine functions Server / Telecom Room 200 1 200 Combined and reduction from current space Storage 500 1 500 Large volume items

Sub-total IT 2,001 Approx 2,700 Existing

STUDENT SUCCESS: One-Stop Consolidated Student Services

Dean of Students Dean's Office 150 5 1 150 3-4 guests Assistant Open Workstation 120 1 1 120 Reception / Waiting 150 4 1 150 Storage 40 1 40

Advising Director 120 3 1 120 Advisor - Open Workstations 110 3 6 660 Presumed similar operations to existing Advisor Workforce - Open Workstations 110 3 2 220 Intern / Workstudy Workforce - Open Workstation 64 1 1 64 Collaboration Area 200 1 200 Access from all advisor stations Storage 150 1 150 Confirm requirement

Design to accommodate reception area - with a degree of privacy provided

Information Technology

CIO 150 3 1 150 Required work area & storage in office Network Administrator 175 3 1 175 Required work area & storage in office Helpdesk Manager 120 3 1 120 Helpdesk

Technicians - open workstations at helpdesk 68 2 136 Counter & Waiting Area 200 3 1 200

IOS Technician 110 1 1 110 SIS Manager 110 1 1 110 Work / Meeting / Breakroom 300 8 1 300 Agreed to combine functions Server / Telecom Room 200 1 200 Combined and reduction from current space Storage 500 1 500 Large volume items

Sub-total IT 2,001 Approx 2,700 Existing

STUDENT SUCCESS: One-Stop Consolidated Student Services

Dean of Students Dean's Office 150 5 1 150 3-4 guests Assistant Open Workstation 120 1 1 120 Reception / Waiting 150 4 1 150 Storage 40 1 40

Advising Director 120 3 1 120 Advisor - Open Workstations 110 3 6 660 Presumed similar operations to existing Advisor Workforce - Open Workstations 110 3 2 220 Intern / Workstudy Workforce - Open Workstation 64 1 1 64 Collaboration Area 200 1 200 Access from all advisor stations Storage 150 1 150 Confirm requirement

Design to accommodate reception area - with a degree of privacy provided

Admissions & Accessibility Services Director 120 4 1 120 Admissions Specialist 100 1 1 100 Admissions Support 100 1 5 500 Accommodations Support 100 1 1 100 Records Storage 150 0 1 150

Financial Aid Director 120 4 1 120 Advisor Open Workstation 110 3 4 440 Workstudy Open Workstation 100 2 1 100 Storage 50 1 50

TRIO Student Support Services Director Private Office 120 4 1 120 Advisor Open Office 110 3 2 220 Tranfer Coordinator 110 3 1 110 Intern / Workstudy 64 1 1 64 Storage 50 1 50

Enrollment Management Director Private Office 120 4 1 120 Navigator Private Office 120 3 1 120 Career Coach Open Workstation 64 1 7 448 Intern 64 1 1 64 Workroom 150 1 150 Storage 100 1 100

Engagement and Retention Coordinator Private Office 100 2 1 100 Storage 25 1 25

Food for Thought Shared Open Workstation 64 1 1 64 Located in overall space Storage - Shelving / Refrig / Freezer 500 1 1 500 500 NSF - slightly larger than existing space.

Director Private Office 120 2 1 120 Advisor 1 Open Office 110 2 1 110

Veterans Upward Bound

Admissions & Accessibility Services Director 120 4 1 120 Admissions Specialist 100 1 1 100 Admissions Support 100 1 5 500 Accommodations Support 100 1 1 100 Records Storage 150 0 1 150

Financial Aid Director 120 4 1 120 Advisor Open Workstation 110 3 4 440 Workstudy Open Workstation 100 2 1 100 Storage 50 1 50

TRIO Student Support Services Director Private Office 120 4 1 120 Advisor Open Office 110 3 2 220 Tranfer Coordinator 110 3 1 110 Intern / Workstudy 64 1 1 64 Storage 50 1 50

Enrollment Management Director Private Office 120 4 1 120 Navigator Private Office 120 3 1 120 Career Coach Open Workstation 64 1 7 448 Intern 64 1 1 64 Workroom 150 1 150 Storage 100 1 100

Engagement and Retention Coordinator Private Office 100 2 1 100 Storage 25 1 25

Food for Thought Shared Open Workstation 64 1 1 64 Located in overall space Storage - Shelving / Refrig / Freezer 500 1 1 500 500 NSF - slightly larger than existing space.

Director Private Office 120 2 1 120 Advisor 1 Open Office 110 2 1 110

Veterans Upward Bound

Admissions & Accessibility Services Director 120 4 1 120 Admissions Specialist 100 1 1 100 Admissions Support 100 1 5 500 Accommodations Support 100 1 1 100 Records Storage 150 0 1 150

Financial Aid Director 120 4 1 120 Advisor Open Workstation 110 3 4 440 Workstudy Open Workstation 100 2 1 100 Storage 50 1 50

TRIO Student Support Services Director Private Office 120 4 1 120 Advisor Open Office 110 3 2 220 Tranfer Coordinator 110 3 1 110 Intern / Workstudy 64 1 1 64 Storage 50 1 50

Enrollment Management Director Private Office 120 4 1 120 Navigator Private Office 120 3 1 120 Career Coach Open Workstation 64 1 7 448 Intern 64 1 1 64 Workroom 150 1 150 Storage 100 1 100

Engagement and Retention Coordinator Private Office 100 2 1 100 Storage 25 1 25

Food for Thought Shared Open Workstation 64 1 1 64 Located in overall space Storage - Shelving / Refrig / Freezer 500 1 1 500 500 NSF - slightly larger than existing space.

Director Private Office 120 2 1 120 Advisor 1 Open Office 110 2 1 110

Veterans Upward Bound

Advisor 2 & 3 Open Office 110 2 1 110 One open station shared by two advisors Storage 40 1 40 VUB Lounge 0 0 0 VUB lounge removed

Student Technology Support Student Technology Specialist - Office & Service Aera 150 2 1 150 Public facing - walk-up service to students / staff.

Workstudy Open Workstation 64 1 1 64 Workroom / Storage 150 1 150 Connected to Specialist space - laptop storage etc.

Great Expectations Great Expectations Advisor 120 3 1 120 Storage 25 1 25

Cashiering - With One-Stop Transaction Counter & Back-counter Space 100 1 1 100 Cashier Private Office 100 1 1 100 Cashier Secure Storage 100 1 1 100

Student Lounges Game Room 650 18 1 650 Similar to existing Quiet Room 650 18 1 650 Similar to existing

4-Year Partners Open Office Area 300 4 1 300 Flex space with 3-4 hotelling workstatons Huddle room 100 4 1 100

Student Success Support Spaces Welcome Desk & Support Need to discuss welcome desk concept

Desk 250 2 1 250 2 workstations / back of desk storage and support Queing / Self Service Area 400 25 1 400 Desk access / self service kiosks - adjacent to lobby

Tour Meeting Area 200 20 1 200 Conference Rooms

Large Conference Room 400 16 1 400 Small Conference Room 200 8 1 200 Huddle Rooms 100 4 3 300

Staff Breakroom - In Building Shared Spaces 0 0 0 0 General Storage 200 1 200

Subtotal Student Success 10,648

Advisor 2 & 3 Open Office 110 2 1 110 One open station shared by two advisors Storage 40 1 40 VUB Lounge 0 0 0 VUB lounge removed

Student Technology Support Student Technology Specialist - Office & Service Aera 150 2 1 150 Public facing - walk-up service to students / staff.

Workstudy Open Workstation 64 1 1 64 Workroom / Storage 150 1 150 Connected to Specialist space - laptop storage etc.

Great Expectations Great Expectations Advisor 120 3 1 120 Storage 25 1 25

Cashiering - With One-Stop Transaction Counter & Back-counter Space 100 1 1 100 Cashier Private Office 100 1 1 100 Cashier Secure Storage 100 1 1 100

Student Lounges Game Room 650 18 1 650 Similar to existing Quiet Room 650 18 1 650 Similar to existing

4-Year Partners Open Office Area 300 4 1 300 Flex space with 3-4 hotelling workstatons Huddle room 100 4 1 100

Student Success Support Spaces Welcome Desk & Support Need to discuss welcome desk concept

Desk 250 2 1 250 2 workstations / back of desk storage and support Queing / Self Service Area 400 25 1 400 Desk access / self service kiosks - adjacent to lobby

Tour Meeting Area 200 20 1 200 Conference Rooms

Large Conference Room 400 16 1 400 Small Conference Room 200 8 1 200 Huddle Rooms 100 4 3 300

Staff Breakroom - In Building Shared Spaces 0 0 0 0 General Storage 200 1 200

Subtotal Student Success 10,648

Functional Unit & Space Description NASF Capacity QTY. Total Notes

ADMINISTRATION

President's Suite President's Office 275 6 1 275 Assistant 120 1 1 120 President's gateway / connected directly to Pres.

Reception 120 4 1 120 Seating for four - Incresed per owner comments Conference Room 900 30 1 900 Kitchennete / catering 200 1 200 Kitchenette / catering space has been provided Storage 50 1 50

Institutional Advancement VP 120 3 1 120 Two guests Director of Educational Foundation 110 2 1 110 One guest Business Manager 110 2 1 110 One guest Assistant Business Manager 100 1 1 100 Grant Writer 150 4 1 150 Marketing 100 1 1 100 Communications 110 2 1 110 One guest Reception / Waiting 120 3 1 120 Conference Room 15 0 Shared will suffice Storage General 100 1 100 Incorporated in open areas Storage Room 100 1 100

Human Resources 0

CHRO 120 3 1 120

Payroll Staff 120 2 1 120 One private office / two staff HR Staff 120 2 1 120 One private office / two staff Computer station 64 1 1 64 Reception / Waiting 2 0 Conference Room 5 0 Storage 40 1 40 Per request from Assoc. VP

Finance and Administration

VP 120 3 1 120

Assistant - Open Office 64 1 1 64 Reception / Waiting 3 0 Shared will suffice Conference Room 15 0 Shared will suffice

Shared conference and reception will suffice

Functional Unit & Space Description NASF Capacity QTY. Total Notes

ADMINISTRATION

President's Suite President's Office 275 6 1 275 Assistant 120 1 1 120 President's gateway / connected directly to Pres.

Reception 120 4 1 120 Seating for four - Incresed per owner comments Conference Room 900 30 1 900 Kitchennete / catering 200 1 200 Kitchenette / catering space has been provided Storage 50 1 50

Institutional Advancement VP 120 3 1 120 Two guests Director of Educational Foundation 110 2 1 110 One guest Business Manager 110 2 1 110 One guest Assistant Business Manager 100 1 1 100 Grant Writer 150 4 1 150 Marketing 100 1 1 100 Communications 110 2 1 110 One guest Reception / Waiting 120 3 1 120 Conference Room 15 0 Shared will suffice Storage General 100 1 100 Incorporated in open areas Storage Room 100 1 100

Human Resources 0

CHRO 120 3 1 120

Payroll Staff 120 2 1 120 One private office / two staff HR Staff 120 2 1 120 One private office / two staff Computer station 64 1 1 64 Reception / Waiting 2 0 Conference Room 5 0 Storage 40 1 40 Per request from Assoc. VP

Finance and Administration

VP 120 3 1 120

Assistant - Open Office 64 1 1 64 Reception / Waiting 3 0 Shared will suffice Conference Room 15 0…