FCC Facilities Master Plan May 2023 - Compressed (1)

2023 – 2033 Facilities Master Plan Report May, 2023

Frederick Community College Facilities Master Plan May, 2023 Table of Contents i Board of Trustees and College Leadership ii Acknowledgements iii Introduction Executive Summary Chapter 1 Overview of the College Chapter 2 Environmental Scan Chapter 3 Academic Program Review Chapter 4 Needs Assessment Needs Context Quantitative Analysis (Space) Qualitative Analysis (Programs) Needs Analysis Conclusion Chapter 5 The Campus Today A. Buildings and Their Development B. Site Infrastructure and Improvements C. Central Plant Assessment D. Technology Systems E. Sustainability Chapter 6 Recommendations, Campus Development A. The Basis for Strategic Recommendations B. Site Infrastructure and Improvements C. Central Plant D. Technology Systems E. Sustainability F. Design Guidelines G. College-Wide Recommendations H. Capital Projects, Campus Development Appendix A. Detailed Facilities Assessment – Issued separately B. ADA Campus Survey – Issued separately

Frederick Community College Facilities Master Plan i May, 2023 FREDERICK COMMUNITY COLLEGE BOARD OF TRUSTEES Carolyn Kimberlin , Chair Tom Lynch , Vice Chair Ellis Barber Gary Fearnow Theodore Luck Dr. John Molesworth Myrna Whitworth Janice Spiegel, Special Projects Manager / Budget Office, Frederick County Government Dr. Annesa Payne Cheek, President, Secretary-Treasurer FREDERICK COMMUNITY COLLEGE SENIOR LEADERSHIP Dr. Annesa Payne Cheek, President Avis Boyd, Chief of Staff Dr. Maryrose Eannance Interim Provost / Executive Vice President for Academic Affairs, Continuing Education, and Workforce Development Dr. Nora Clark, Vice President for Student Affairs Amy Stake, Interim Vice President for Finance Marie Billie, Interim Vice President for Human Resources Adam Reno, Interim Chief Information Officer Jerry Boyd, Special Assistant to the President for Institutional Effectiveness Lewis Godwin, Chief of Operations Deborah Powell, Executive Director for OIA and the FCC Foundation

Frederick Community College Facilities Master Plan ii May, 2023 FACILITIES MASTER PLAN STEERING COMMITTEE John Anzinger, Capital Planning – Director Dr. Annesa Payne Cheek, President Avis Boyd, Chief of Staff Dr. Maryrose Eannance, Interim Provost / Executive Vice President for Academic Affairs, Continuing Education, and Workforce Development Dr. Nora Clark, Vice President for Student Affairs Amy Stake, Interim Vice President for Finance Marie Billie, Interim Vice President for Human Resources Adam Reno, Interim Chief Information Officer Jerry Boyd, Special Assistant to the President for Institutional Effectiveness Lewis Godwin, Chief of Operations Dr. Renee Davis, Interim AVP, Center for Teaching & Learning, Assistant Dean of Health, Business, Technology and Science Dr. Molly Carlson, AVP for Continuing Education and Workforce Development Dr. Sandy McCombe-Waller, AVP for Academic Affairs/Dean of Health, Business, Technology & Science Dr. Brian Stipelman, AVP for Academic Affairs, Dean of Liberal Arts Elizabeth Duffy, Executive Director for Dual Enrollment Kathy Francis, Executive Director, MACEM and Public Safety Dr. Benita Rashaw, AVP for Student Affairs Dr. Vell Lyles, AVP for Strategic Enrollment and Innovation Dr. Candice Baldwin, AVP for Student Success CONSULTANT TEAM Marshall Craft Associates, Architects & Planners – John Morrel, Veronica Plischke Bruce A. Manger, Architect – Bruce Manger Adtek Engineers – Shawn Benjaminson Facility Engineering Associates – Chris Hodges Burdette, Koehler, Murphy & Associates – Bill Collins, James Weaver, Larry Fritts Facilities Planning Associates – Rich Watkins, Al Robinson Academic Program Review – Dr. John Sabatini, Dr. George Funaro Convergent Technologies Design Group – Bill Holaday, Ken Furman CostCon – Lloyd Bernstein

Frederick Community College Facilities Master Plan Introduction iii-1 May, 2023 INTRODUCTION This Facilities Master Plan (FMP) examines nearly all aspects of the College, the forces that shape it, and the College’s impact on those and other forces. The planning process is sequential, both linear and iterative, and cumulative, beginning with the environmental scan and ending with a final report. Each step in the process builds on the knowledge gained prior to that step. This report completes the process. The process is framed by, among other elements, the College’s Mission, Strategic Plan, and the Blueprint for Maryland’s Future. The process looks back, takes stock of current circumstances, and makes recommendations projecting to the 10-year planning horizon and beyond. Consultant disciplines involved include planning, architecture, environmental scan, facilities planning, academic program review, civil engineering, mechanical & electrical engineering, information technology, and, next, cost estimating. Previously, a separate Facilities Condition Assessment (FCA) was developed in parallel with the early months of this study, evaluating the condition of the College’s facilities and laying out anticipated capital renewal needs, complementing the findings developed in the progress reports. Positioned to thrive, Frederick County and the City of Frederick’s population and businesses have been steadily growing, and both are diversifying. From an economy based largely on agriculture in the mid-20th century (note 1957, the year the College was founded) to one led by and invested in 21st-century businesses, industries, and technologies. FCC enrollment has generally followed that growth, often even leading the way as enrollment expanded prior to economic recoveries. Matching a national trend, enrollment has declined since 2017, attributable in part to the pandemic, but it is projected to grow significantly in the next 10 years. Of note, Frederick County grew significantly more in population than any other

Frederick Community College Facilities Master Plan Introduction iii-2 May, 2023 Maryland jurisdiction from 2021-2022, and its growth is expected to continue. FCC does well by other metrics, including graduation and retention, and it ranks second among Maryland’s 16 community colleges in graduation rates. Located in the center of the County, in central Maryland, and at the confluence of two major interstate highways and numerous U.S. and State highways and roads, the College finds itself in the paths of major business growth from the Washington and Baltimore metropolitan areas. Like the County and City, the College is also positioned to thrive. As this is a facilities master plan, the ultimate goal is to make recommendations for the disposition of those facilities. By and large, FCC’s facilities have been well maintained, as has the campus in its park-like setting. However, there is currently, and more significantly in the next 10 years, a significant space deficit, across the board, in all categories except merchandising. The College has not built a major building or addition on campus since 2015; instead, FCC has invested in improving the existing facilities, which, except for not providing ample space, now are mostly fitted out with up-to-date equipment, systems, and technologies. The result of these upgrades has effectively been continuous relocation of functions from building to building, making way for numerous renovation projects. There is no swing space available on campus to accommodate temporary relocations that are needed when undertaking renovations of existing buildings. Before addressing the current facilities issues, the consultant team made several recommendations – for academic programs, both credit, and non-credit, for the built environment, and to a lesser degree for the delivery of instruction and operations. Those recommendations led to recommendations for specific projects and other improvements: on the main campus, and possibly at the Monroe Center, all the while as the team looked to the backdrop of the 2020-2022 pandemic environment and its subsequent ramifications, such as remote and hybrid learning, as the development of the plan continued to unfold. The College’s facilities are located on the main Opossumtown Pike campus and the Monroe Center, both of which are situated within the City of Frederick. This report addresses facilities needs at both locations. For the main campus, three campus plan options were developed and reviewed with the College. A consensus combined the best attributes of each option, and four projects were selected to be developed within the 10year planning horizon: 1) Health & Wellness Building, 2) new Campus Services Building, 3) new Innovation and Technology Center, and 4) new Enrollment Services / Welcome Center. Several site improvement projects including new alignments of campus roads and pedestrian ways are also incorporated into the Ten-Year Campus Development Plan. In addition, a long range build-out beyond 10 years is presented as the Long Range Campus Development Plan. Recommendations for site, architectural, mechanical, electrical, and low voltage systems are also included.

Frederick Community College Facilities Master Plan 2023 Executive Summary

Frederick Community College Facilities Master Plan Executive Summary ES-1 May, 2023 EXECUTIVE SUMMARY Introduction This Executive Summary captures the essential elements of the Facilities Master Plan (FMP) report. The scope of the FMP is uniquely broad, covering subject matter not typically found in many facilities studies. The significant additional elements are the Environmental Scan, Academic Program Review, and synthesis of both relative to Frederick Community College’s programs and the facilities in which those programs are carried out. The Environmental Scan provides information on the local and regional demographics, economy, and labor market. This in turn provides a basis for informing and developing recommendations for academic programs, which then help to inform the case for appropriate facilities for those programs. Readers are encouraged to refer to the larger report for details and information not included in this Executive Summary. Sections within this Summary include the following: 1. Overview of the College 2. Environmental Scan 3. Academic Program Review 4. Needs Assessment 5. Campus Facilities: Current • Campus • Infrastructure Systems • Buildings • Sustainability 6. Basis for Recommendations 7. Campus Facilities: Recommendations • Campus • Infrastructure Systems • Buildings and Building Systems • Sustainability 8. Proposed Campus Development __________________________________________________________________ 1. Overview of the College Frederick Community College (FCC) is a comprehensive, public, associate degreegranting institution in Frederick County, Maryland. The approximately 95-acre FCC main campus is located in the City of Frederick. It is less than an hour’s drive from Washington D. C. and Baltimore, Maryland. The main campus is comprised of 19 buildings including four storage facilities and a parking deck. The main campus is located at 7932 Opossumtown Pike, and the Monroe Center, an extension campus, is located at 200 Monroe Avenue, also in the city of Frederick. FCC was founded in 1957 and is governed by a seven-member board of trustees. The trustees are appointed by the Governor of Maryland with Senate consent. The College is fully accredited by the Middle States Commission on Higher Education and was reaccredited in 2016. During 2020, FCC enrolled a total of 5,756 students, 1,719 (30%) on a full-time basis and 4,037 (70%) on a part-time basis. This enrollment pattern is similar to the national level with community colleges across the nation enrolling 35% of the students on a full-time basis and 65% on a part-time basis. Similar to

Frederick Community College Facilities Master Plan Executive Summary ES-2 May, 2023 most all college enrollment during the pandemic, the 2020 numbers were significantly lower than in 2019. Since 2020, enrollment has rebounded. By race, 59% of FCC students are White; 13% are Black; and 14% are Hispanic. The average age of an FCC student is 25; about 67% are part-time and 71% of FCC students intend to transfer to a four-year college to attain a bachelor’s degree. Mission, Vision, Core Values The Mission of Frederick Community College is focused on teaching and learning. FCC provides affordable, flexible access to lifelong education that responds to the needs of diverse learners and the community. The College’s Vision is to transform individuals and communities through learning. In addition to its mission and vision statement, the college had adopted six Core Values as follows: • Excellence: providing educational experiences and programming that reflect high academic standards, quality instruction, and exemplary student support • Learning: engaging all learners in critical and creative thinking, problem solving, and the lifelong pursuit of knowledge and skills • Diversity: being culturally conscious and inclusive by embracing the visible and invisible human differences that affect the learning and success of students, faculty, staff, administrators, and members of the community • Innovation: encouraging creative thinking, technological solutions, and alternative approaches to advance learning and student success • Community: responding to the needs of Frederick County with accessible, affordable education while encouraging engagement, communication, and collaboration within and beyond the College • Integrity: applying fair and ethical standards in all policies, procedures, and practices At the onset of this facility master planning process, FCC’s most recent annual operating budget was about $60 million. Funding for operations comes primarily from student tuition (30%), the State of Maryland (27%), and Frederick County Government (36%). __________________________________________________________________ 2. Environmental Scan The largest of Maryland’s counties, Frederick County comprises 664 square miles with 259,547 people, more than 6,500 businesses with 106,415 workers and 1,373 farms. The County is dynamic and diverse, with a $12.4B economy that boasts a strategic location, comprehensive transportation network, educated workforce and moderate business costs. Frederick County’s targeted core industry cluster growth creates resilience and diversity with Professional & Business Services and Education & Health Services as two of the many strong industries. The County’s population growth has continued to outpace all other Maryland Counties, as shown in the following graphic in dark blue, and housing units grow, correspondingly.

Frederick Community College Facilities Master Plan Executive Summary ES-3 May, 2023 Frederick County lies within the central Maryland / south-central Pennsylvania /northern Virginia Combined Statistical Area (CSA). The CSA per capita income is $47,764 or about 10 percent higher than the amount in Maryland $43,325. It is 1.3 times the amount in the United State of $35,672. The per capita income for Frederick County in 2019 dollars was $43,582. The median house- hold income in the CSA is $95,309 or 10 percent higher than in the state and 1.5 times the U.S. amount of $65,712. The median household income for Frederick County is $97,730. The poverty rate for the CSA is 8.2%, while the Maryland rate is 9%, or about 2/3 the U.S. rate of 12.3%. Frederick County’s poverty rate is 6.2%. Located close to the geographic center of the State, the County is intersected by five major highways providing easy access to Baltimore, Washington, D.C., south-central Pennsylvania, and northern Virginia. Frederick County’s Main Streets are thriving and the entrepreneurs are creating unique businesses. The City of Frederick is a top vibrant arts community and the County is the leader of the craft beverage cluster growth in Maryland. Major employers continue to grow, including Fort Detrick with a $7B economic impact to the State of Maryland, Frederick Health, Leidos Biomedical and Frederick National Lab. Life Sciences is the County’s largest growing cluster with international leaders such as Thermo Fisher Scientific, AstraZeneca and Lonza. Recent projects include Kite Pharma with a 279,000 SF biologics manufacturing facility, Ellume’s first U.S. manufacturing facility at 180,000 SF and VaLogic’s 75,400 SF expansion. Frederick County is leading the state with the Quantum Loophole campus, a first-of-its-kind environmentally friendly data center campus. Kroger-Ocado robotics fulfillment center adds to the growing e-commerce cluster alongside Costco E-Commerce and Goodwill E-Commerce.

Frederick Community College Facilities Master Plan Executive Summary ES-4 May, 2023 3. Academic Program Review, Enrollment A total unduplicated headcount of 5,756 students enrolled in 46,607 credit hours of instruction in Fall 2020 generating 3,107 fulltime equivalent (FTE) student enrollments: Enrollment Summary – Fall 2020 According to the Maryland Higher Education Commission, total enrollments at FCC are expected to increase from 2019 to 2030 by 27%, from 6,129 to 7,780. At the same time, full-time enrollments are expected to increase by 31%, from 1,843 to 2,414 and part-time enrollments are expected to increase by 25%, from 4,286 to 5,361. FCC has demonstrated success in the percentage of students who have graduated and transferred. The College ranks second of all 16 community colleges in the State in graduation and transfer rates. A total of 21.8% of students graduated and transferred from FCC compared to a statewide average of 15.3%. During FY 2018-19, the college served 882 associate degree graduates and 230 certificate graduates. Another 6124 students enrolled in courses for credit, but did not complete a degree during that period of time. Significantly, the college offered dual credit courses to county high schools, serving a total of 1,400 students over the course of the year. The college also served 1,151 basic education students and 2,016 personal enrichment students enrolled in non-credit courses. Nondegree seeking students enrolled in workforce or professional development programs accounted for 3,286 students. The consultant team identified priorities, strengths, and readiness of academic programs in meeting student and community needs through data collected and as expressed by internal and external constituencies. Recommendations are made to strengthen existing academic programs and the development of new initiatives including the expansion of technology support systems and interdisciplinary and partnership opportunities. New programs and expansions will complement the rich array of more than 85 programs currently offered within 12 areas of study, which include Arts and Humanities, Business, Community Education, Education and Childcare, General Studies, Healthcare, Hospitality, Culinary and Tourism, Information Technology, Public Safety, Skilled Trades, Social Sciences and STEM.

Frederick Community College Facilities Master Plan Executive Summary ES-5 May, 2023 4. Needs Assessment Projected Space Deficits. Frederick Community College has been experiencing space deficits for several years, and, while enrollment has both risen and declined in recent years, it is expected to grow, along with the need for space. Deficits are projected over the next 10 years for every category of space except Classroom and Merchandising. Office, Athletics / Physical Education, Class Labs, Food Facility, Study, and Assembly account for the largest deficits, ranging from about 6,000 NASF to approximately 50,000 NASF, as indicated in the following chart: Projected (Fall 2030) Space Deficits and Surpluses While the above projections are quantitative only, they don’t take into consideration several other factors, such as room depth-width ratios, geometries, accessibility, ceiling heights, viewing angles, mechanical, electrical and lowvoltage systems, sound transmission, and other qualitative issues. Utilization – Classrooms, Labs. Both classroom and lab use reflected the intensity of use, both by room and by seats. Classrooms averaged 22 room hours per week which is slightly above Maryland’s minimum room utilization guideline of 20 hours. Student stations (seats) were occupied 77% of the time when rooms were in use. This is significantly above Maryland’s Space Classification Use Code Inventory Allowance Deficit/Surplus Office 300 82,268 131,951 (49,683) Athletics/Physical Education 520 22,501 47,610 (25,109) Class Laboratory 210 66,164 86,429 (20,265) Food Facility 630 8,780 18,544 (9,764) Study 400 18,138 25,515 (7,377) Assembly 610 8,692 14,722 (6,030) Shop/Storage 720-740 12,593 16,386 (3,793) Lounge 650 2,351 5,454 (3,103) Central Service 750 1,565 4,000 (2,435) Open Laboratory 220 9,637 12,016 (2,379) Media Production 530 851 2,689 (1,838) Exhibition 620 397 2,181 (1,784) Meeting Room 680 4,678 6,000 (1,322) Greenhouse 580 0 1,000 (1,000) Data Processsing 710 1,619 2,500 (881) Health Care 800 0 772 (772) Hazmat Storage 760 0 328 (328) Subtotals Deficits 240,234 378,097 (137,863) Classroom 100 56,601 45,977 10,624 Merchandising 660 5,922 2,281 3,641 Subtotals Surpluses 62,523 48,258 14,265 FCC Campus Totals 302,757 426,355 (123,598) Projected Fall 2030) NASF

Frederick Community College Facilities Master Plan Executive Summary ES-6 May, 2023 guideline of 60%. Class laboratories averaged 18 hours per week which exceeds Maryland’s utilization guideline of 15 hours. Lab student stations (seats) were occupied 80% of the time which greatly surpasses Maryland’s guideline of 60%. As is expected, classroom use is heaviest during the 9:00 AM – 3:00 PM and 6:00 PM8:00 hours, similar to other community colleges. Lab use is similar, heaviest during the 9:00 AM – 3:00 PM and 5:00 PM – 8:00 PM hours. Classroom student station size of 31 nsf per station allows selection of appropriate furnishings, while the allocation in lab spaces is very tight at 46 nsf per station, compared to the Maryland standard of 63 nsf. Current and Projected Enrollments. Whether by headcount, FTE (full time equivalent), FTDE (full time day equivalent), or WSCH (weekly student contact hours), enrollments are projected to grow significantly over the 10-year planning horizon of this study, as the following chart shows. Current and Projected Enrollments by Headcount, Credit Hours, FTES, FTDES and WSCH Faculty and staff numbers are projected to grow by approximately 26% during the same period. Space needs for library (FCC Learning Commons) functions, measured by Bound Volume Equivalents, is projected to grow even more, by about one-third. Specific areas of need by function include: • Wellness/Fitness/Recreation • Assembly • Physical Plant Operations • Biotechnology • Campus-wide Systems and Infrastructure Improvements • Visual and Performing Arts • Welcome and Admissions • Student Services Activities • Surge Space • Continuing Education and Workforce Development (non-credit) __________________________________________________________________ Full-Time Part-Time Total Credit Credit WSCH WSCH Headcount Headcount Headcount Hours FTES Hours FTDES Lecture Laboratory Fall 2020 1,719 4,037 5,756 46,607 3,107 34,016 2,268 24,298 9,788 Fall 2030 2,414 5,366 7,780 66,795 4,453 42,915 2,861 30,664 12,352 % Change 2020-2030 40.4% 32.9% 35.2% 43.3% 43.3% 26.2% 26.2% 26.2% 26.2% Average Annual Growth Rate 3.5% 2.9% 3.1% 3.7% 3.7% 2.4% 2.4% 2.4% 2.4% Data Sources: FCC Office of Planning, Assessment and Institutional Research (2020 Actual) and Maryland Higher Education Commission (2030 Projected) On-Campus Before 5:00 p.m.

Frederick Community College Facilities Master Plan Executive Summary ES-7 May, 2023 Existing Campus Plan

Frederick Community College Facilities Master Plan Executive Summary ES-8 May, 2023 5. Campus Facilities: Current Campus Accessing the campus from Opossumtown Pike, a visitor may be struck by the carefully maintained landscape, buildings surrounded mostly by lawns interspersed with mostly deciduous trees, several of which are now mature, as is much of the now 66 year-old campus. The gently rolling grade allows relatively easy access to buildings via the network of asphalt and concrete sidewalks, although some routes are challenging for disabled individuals. (As part of the scope of work for this project, an ADA analysis was completed and produced as a separate document.) The original seven buildings as well as others completed in subsequent decades have created two very different quads, which would benefit from better definition. The exception rather than the rule, forested areas on the west side of the campus need to be protected and maintained as such. A drainage course cuts through the middle of the campus generally from west to east where it meets a large stormwater management dry pond adjacent to Opossumtown Pike, which appears to be functioning as designed. A combination of drainage by way of the landscape and storm water structures both below and at grade, it presents an opportunity to restore part of the natural environment. The campus roadway system beginning at Opossumtown Pike loops around most buildings and parking lots before returning to the public road; it is not a true ‘loop’ within the campus. Generally, parking lots are internal to the campus loop road, and pedestrian ways are mostly internal to both, connecting the parking lots to the buildings. Driveways, parking lots and sidewalks are generally asphalt, with some concrete paving. The approach via the main entrance driveway is not intuitive; a visitor must rely on signage to find their way to a parking lot convenient to their destination. Completed in 2015, campus signage is one of the systemic projects that has been criticized relative to location, readability, and wayfinding, and it could use another look. Infrastructure Systems The campus is improved with a network of utility infrastructure that appears to be of adequate capacity based on the documented size of utilities. The site is served by Frederick public water and sewer. The water line is looped through the campus, effectively providing redundancy. Potomac Edison provides electrical service by way of two service connections from Opossumtown Pike. Gas service from Washington Gas enters at the northern end of the campus. Originally built in 1994, the Central Plant delivers chilled and heating water serving most of the campus buildings. Major upgrades have been made from 2008-2017, and there is adequate capacity to continue to serve the same existing buildings. Electrical service also is routed through the Central Plant and Athletics Building. Telecommunications service enters the campus adjacent to the main driveway but has no redundancy. Telecommunications rooms in several buildings are not up to current IT standards. The data center is out of date and in need of modernization. The underground conduits system contains an abundance of unused cable which needs to be removed. The College needs to develop an approach and process to address disaster recovery plans as relating to the campus network, distribution,

Frederick Community College Facilities Master Plan Executive Summary ES-9 May, 2023 and data integrity. The Valcom life safety paging system is at the end of its useful life; a replacement system should be planned. Buildings The original buildings, consisting of Buildings A (Annapolis Hall), B (Braddock Hall), C (Catoctin Hall), and D (Athletics Center), set the tone for most of the buildings built subsequently. Architecturally, those buildings are recognized by their beige brick facades and sloped standing seam ‘mansard’ type metal roofs. All buildings are one or two stories except Jefferson Hall which is three stories. Buildings range in size from small, 675 GSF storage buildings to the 50,306 GSF Student Center. Campus Buildings Sustainability The College’s Office of Capital Planning and Project Management (CPPM) began to address sustainability by way of several initiatives in recent years. Significantly, this includes development of its facilities to meet USGBC (United States Green Building Council) LEED (Leadership in Energy and Environmental Design) Silver level requirements, particularly for major capital projects funded in part by the State (Braddock Hall renovation, Monroe Center Renovation, and the Linganore Renovation). Reinforcing positive LEED outcomes, FCC requires commissioning for all building systems in its major construction projects. As the campus landscaping palette largely focuses on grass, trees and shrubs in its neatly maintained grounds, it also offers several settings where innovative landscaping strategies can be implemented to reflect the growing awareness of the need for a more sustainable environment. In addition to the green spaces, the large expanses of parking lots contribute to an aggregated heat island during all seasons. The College is on the threshold of making large strides towards a more sustainable future, and numerous opportunities await. __________________________________________________________________ Building Code Built Renovated GSF NASF Primary Use Main Campus Annapolis Hall A 1970 1995 32,131 18,015 Office Braddock Hall B 1970 2015 34,592 18,401 Instruction Catoctin Hall C 1970 2014 54,290 29,117 Instruction Athletics Center/Central Plant D 1970 2000 35,872 22,434 Athletics/Physical Education Conference Center E 1999 2020 22,939 13,779 Instruction, Office Visual & Performing Arts Center F 1988 2013 51,676 31,648 Instruction, Assembly Gambrill Hall G 2007 n/a 16,020 10,541 Office Student Center H 2009 n/a 76,987 50,306 Instruction, Office, Food Service Jefferson Hall J 2012 2018 24,000 13,728 Office Mercer-Akre Kiln K 2011 n/a 960 897 Instruction Linganore Hall L 1995 2015* 54,014 37,633 Instruction, Office, Study The Carl and Norma Miller Childrens Center M 1994 2004 8,572 6,349 Day Care Plant Operations P 1996 2004 7,380 5,525 Shops, Office Sweadner Hall S 1970 2020 4,550 2,390 Instruction, Storage Portable Storage #1 1970 n/a 712 675 Storage Portable Storage #2 1970 n/a 712 675 Storage Athletic Storage Building 2004 2014 800 665 Storage Plant Operations Storage Building 1993 n/a 1,008 800 Storage Parking Deck 2013 n/a 127,512 n/a Parking Main Campus Totals 554,727 263,578 Building Code Built Renovated GSF NASF Primary Use Off-Site Campus Monroe Center 1970 2017 55,342 41,776 Instruction, Other Organization Off-Site Campus Totals 55,342 41,776 610,069 305,354 *Under Renovation 2021 Source: Frederick Community College Capital Planning and Project Management Frederick Community College Totals

Frederick Community College Facilities Master Plan Executive Summary ES-10 May, 2023 6. Basis for Recommendations Matrices in Chapter 6 Section A evaluate the impacts and relationships of local, state and national labor markets on and with existing and potential credit and non-credit programs. Four other charts following the labor market matrices look at the same programs under the lens of the Driving Forces, relative to the ‘fit’ of each program to the each of the six driving forces. These matrices were then reviewed with the Facilities Master Plan Steering Committee in a series of workshops, out of which consensus was developed, considering the relationship of the programs with the labor market and with the Driving Forces. The six Driving Forces identify factors which are applied to academic programs relative to each, namely: • Unique identity • Economic advantage and return on investment • Building on existing programs • Potential for partners and alliances • Social, environmental, community responsibility • Labor market A review of the environmental scan, existing programs that are doing well, and the matrices suggests support for certain academic programs, both existing and proposed as new. Existing credit and non-credit areas of study that merit consideration include: • Arts and Humanities and General Studies • Business • Education and Child Care • Healthcare • Hospitality, Culinary and Tourism • Information Technology • Public Safety • Skilled Trades • Social Sciences • STEM • Transfer programs In consideration of several factors, including: the matrix analyses; the space needs, both quantitative and qualitative interviews with College staff, faculty and trustees, and local and State government officials; evaluation of data provided by the College and gathered by the consultant team; the consultant team’s observations; feedback from the Workshops; and the suggested emphasis for several areas of study, the following list was developed by the consultant team and reviewed with the FCC Steering Committee and Planning staff to identify the various facilities needed by the College. Those facilities and functions are listed below, in alphabetical order: • Administration • Assembly Facilities • Athletics and Recreation • Campus-wide Systems and Infrastructure • Continuing Education and Workforce Development / Monroe Center • Enrollment Services • Food Facility Alternatives • Gathering Spaces • Instructional Space (Classrooms and Labs) • Learning Commons Expansion • Office Space • Physical Plant Operations • Visual and Performing Arts • Wellness and Fitness In addition, the following considerations are recommended for development and implementation, affecting all future capital projects and campus development: • Programming • Surge Space • Space and Facilities for Dual Enrollment and Early College

Frederick Community College Facilities Master Plan Executive Summary ES-11 May, 2023 7. Campus Facilities: Recommendations Campus It is recommended that the College undertake a comprehensive landscape master plan, which would address the landscaping, hardscape, roadways, pedestrian ways, storm water features, way-finding and signage, and accessory elements like site furnishings. More trees will most always be welcome as part of the landscape, providing shade, and contributing to a more collegiate character of the campus. Sustainability considerations include introducing meadows, restoring site drainage to more natural settings, and introducing treed islands into certain parking lots. The existing campus site lighting standards should continue to be deployed. Existing campus seating and tables should be replaced with uniform, aesthetically pleasing, durable and comfortable furniture. The proposed campus development plan introduces a new connection from the south entrance road to the north entrance road on the FCC property, completing an internal loop. In addition, due to the impact of the proposed new buildings Wellness & Athletics, Innovation and Technology Center, and Enrollment Services / Welcome Center, those building footprints will impact some existing surface parking lots, reconfiguration of the south entrance road, and new pedestrian way axes anchored by the above proposed new buildings. Loss of some parking will result; however, additional parking can be accommodated via the long range plan, and, given the likelihood of the continuance of remote and hybrid learning, the demand for parking similar to pre-covid levels is in question. Additionally, the less-thanintuitive configuration of the segregated parking areas and circulation within the usable space of Parking Lot 1 should be re-examined and improved. The bus stop should be located in front of or near the proposed Enrollment Services and Welcome Center. And, importantly, looking beyond the campus, as long as the Monroe Center remains viable and is appropriately supported, a shuttle system between Monroe and the main campus should be considered, studied, and implemented if deemed feasible. Infrastructure Systems In addition to extending underground utilities to the proposed new buildings, some upgrades or re-sizing of some existing utility services may be necessary to accommodate increased loads. Storm water management will be required for all projects and may also warrant a dedicated project to upgrade the existing seasonal water course running through the campus. Hot and chilled water distribution from the central plant will need to be extended to the proposed new buildings from the Central Plant, and the capacity/output of boilers and chillers in the plant itself will need to be expanded, depending on the size and sequence of each project. Electrical service and distribution will need to be extended in a similar fashion. Virtual learning and hybrid instruction must be an important consideration as it continues to affect instructional delivery and facilities planning. Accordingly, collaborative spaces, hybrid learning, and flexible room arrangements are a high priority, as well as uniformity of systems throughout the campus and the FCC system, including Monroe. Electronic security systems will need to be expanded and made robust, both inside existing and proposed buildings, and in outdoor spaces, pedestrian ways, and parking lots. Structured cabling systems should include two points of entry in every building, and distribution cabling

Frederick Community College Facilities Master Plan Executive Summary ES-12 May, 2023 should be fiber. Disaster recovery planning should be addressed. And the campus blue emergency phones and call boxes should be replaced. Buildings and Building Systems Planning for the four building and renovation projects (Health & Wellness Building, Campus Services Building, Innovation and Technology Center, and Enrollment Services / Welcome Center proposed in the ten-year campus development plan needs to continue so as to meet future funding cycles and current and future needs of the College. Correspondingly, capital renewal projects must continue to be implemented and even re-defined as needs change. Campus standards should continue to be developed and to be incorporated into new and renovation projects. Similarly, design guidelines described in Section 6E Design Guidelines of the FMP report should be followed for all projects. Some important elements from Section 6F College-Wide Recommendations follow: • The need for more large classrooms and a lecture hall • Minimize sound transmission into classrooms • Learning spaces and their furnishings should be as flexible as possible • A long-term plan for a CEWD Center, possibly located on the main campus • A long-term plan to better accommodate Early College and Dual Enrollment students • Additional gathering spaces for students throughout all buildings, especially those used by students • Pursue strategies to deal with the possibility of an active intruder event on campus Sustainability Not just limited to the main campus or the Monroe Center, several opportunities to lower the College’s carbon footprint present themselves. Some key recommendations follow: • Explore enhanced public transit service to the main campus and the Monroe Center • Generally, pursue strategies to re-introduce native species and habitats to the main campus • Convert certain areas of grass to wildflower meadows • Restore the seasonal drainage course to a more natural setting • More (deciduous) trees, even in parking lots • Develop solar photovoltaic arrays (on raised framing) on some existing parking lots and on the roofs of proposed buildings • Minimize impervious surfaces • Continue to implement LEED certification practices, also including buildings that are not State-funded • Incorporate biophilic design principles in new buildings • Use bird-friendly glass in new buildings, at least for large expanses of glass • Replace existing gas fired boilers with more efficient condensing gas fired boilers • For buildings connected to the central plant, replace existing heating water coils with low temperature hot water coils • Consider heat recovery chiller or heat pump chillers at the central plant to provide simultaneous chilled water and heating water capacity • Develop uniform standards for trash, recycling and compost receptacles and deploy throughout the campus • Provide healthy food options at existing and new food venues, including vending machines • Convert College vehicles to electric or at least hybrid • Develop sustainability education and awareness programs for the entire FCC community

Frederick Community College Facilities Master Plan Executive Summary ES-13 May, 2023 8. Proposed Campus Development While the needs for new buildings are manifold, and several projects are candidates to be developed soon, four projects were identified to be included within the planning horizon of the Ten-Year Campus Development Plan: • Health & Wellness Building / Building D Renovation • Campus Services Building • Innovation and Technology Center • Enrollment Services / Welcome Center These projects are briefly described in the following pages. 1. Health & Wellness Building / Building D Renovation • Estimated Size: Two stories, 91,500 GSF, 57,100 NSF; Building D ground floor renovation plus a second story, 4,900 new GSF facing the quad, 31,450 sf renovation • Functions Included: Health, Wellness, Athletics, Recreation, Offices, Student Support Services, Expansion of the Central Plant, and Support Spaces • Budget Construction Cost: $88,499,216. This project will serve all members of the FCC community, including athletes, other students, faculty, and staff. It assumes two phases of development: first, the new Health & Wellness Building, which would contain at least one large footprint space – a combined competition arena, convocation center and multi-use space, and several support functions such as storage, locker rooms, fitness rooms, wellness suites, therapy rooms, offices, meeting rooms, and support spaces. The second phase, Renovation of Building D, assumes most if not all functions to be included in the Health & Wellness Building. It includes a two-story link to the new building plus additions in the front and rear providing circulation, a small food service venue, and other functions. It is anticipated that the renovation of Building D will also allow expansion of Health Sciences functions that the existing Linganore Hall is not able to accommodate. Site work associated with this project will include initial development of two new major pedestrian axes, a new vehicle turning circle north of the building, and a new outdoor plaza integrated with the pedestrian axis near Building G. 2. Campus Services Building • Estimated Size: One-two stories: Office & Shops 19,200 GSF, 12,900 NSF. One-level Storage Building 4,800 GSF • Functions Included: Plant Services Work, Shops, Offices, Repair Spaces, FCC Receiving, Storage • Budget Construction Cost: $14,237,182. This project replaces the current Plant Services building and includes all functions now housed in that building and others distributed throughout the campus. Site work includes a new access driveway, fenced 120’ x 140’ service/storage yard with sliding security gate, a parking lot, and landscaping. 3. Innovation and Technology Center • Estimated Size: Two Stories, 54,600 GSF, 31,100 NSF • Functions Included: Science and Biotechnology labs, an Innovation Center serving the FCC community and other entrepreneurial initiatives, instructional spaces for STEM programs, offices, lecture hall, and support spaces. To connect with Building C at the same floor levels. • Budget Construction Cost: $40,671,361. This project will provide space for creative development of ideas spawned in other FCC courses and by institutional and business partners in the County. Academic space to be included in the program may also allow for some Continuing Education / Workforce

Frederick Community College Facilities Master Plan Executive Summary ES-14 May, 2023 Development programs that are currently offered at the Monroe Center facility to return to the FCC Main Campus. Site work includes reconfiguration of Parking Lot 5, resulting in a net loss of parking spaces; the pedestrian axis constructed as part of project 1 will be extended to the west campus loop road; and a landscaped plaza is planned for the new courtyard formed by Building C and the new Innovation and Technology Center. 4. Enrollment Services / Welcome Center • Estimated Size: Three Stories, 48,000 GSF, 27,400 NSF • Functions Included: All Student Services functions currently housed in Jefferson Hall, also including a new Welcome Center. • Budget Construction Cost: $31,708,705. This project represents a four-fold opportunity: 1) to better serve students related to student support services, improving those now housed in Jefferson Hall, 2) provide additional space currently needed for Student Services, 3) introduce a new Welcome Center near the ‘front door’ of the campus, and 4) allow for a relatively easy relocation of administrative functions to the Jefferson building. Associated site work includes realignment of a portion of the campus entry road west of the intersection with the CTC driveway, to provide a clearer circulation pattern. The building is located within the current Visitor Parking Lot, so a new lot has been proposed immediately north of the new Enrollment Services / Welcome Center building. In addition, completion of the pedestrian axis constructed as part of project 1 is anticipated from the interface location south of Linganore Hall to a new bus stop location on the loop road southeast of the new building. Refer to the following pages for these drawings: • Main Campus – Existing Conditions Plan • Main Campus – Ten-Year Campus Development Plan • Main Campus – Long Range Campus Development Plan

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Frederick Community College Facilities Master Plan Executive Summary ES-17 May, 2023

Frederick Community College Facilities Master Plan 2023 Chapter 1 Overview of the College

Frederick Community College Facilities Master Plan Chapter 1 Overview of the College 1-1 May, 2023 CHAPTER 1 OVERVIEW OF THE COLLEGE (Facilities Master Plan Context) Introduction Frederick Community College (FCC) is a comprehensive, public, associate degree-granting institution in Frederick County, Maryland. The approximately 95-acre FCC main campus is located in the City of Frederick. It is less than an hour’s drive from Washington D. C. and Baltimore, Maryland. The main campus is comprised of 19 buildings including four storage facilities and a parking deck. The main campus is located at 7932 Opossumtown Pike, Frederick, Maryland 21702. The Monroe Center is an extension campus located at 200 Monroe Avenue in Frederick, Maryland 21701. FCC was founded in 1957 and is governed by a seven-member board of trustees. The trustees are appointed by the Governor of Maryland with Senate consent. FCC is fully accredited by the Middle States Commission on Higher Education and was reaccredited in 2016. The average age of an FCC student is 25; about 67% are part-time and 71% of FCC students intend to transfer to a four-year college to attain a bachelor’s degree. At the onset of this facility master planning process, FCC’s most recent annual operating budget is about $60 million. The funding comes from student tuition (30%), the State of Maryland (27%), and Frederick County Government (36%).1 Frederick Community College Vicinity Map Any proposed capital improvement request 1 https://www.frederick.edu/about-fcc/presidential-search.aspx; p.9 must be consistent with the State’s Community College Construction Grant Program (CCCGP). Frederick Community College (FCC) must have an approved current facilities master plan and an approved facility program consistent with Section 3-602(d) of the State Finance and Procurement Article of the Annotated Code of Maryland. The programmatic need must be fully described and justified. It must be well grounded in FCC’s mission, vision, and philosophy; local front-line interface with the K12 public school system, articulated transfer agreements with four-year institutions; and the workforce development needs of Frederick County and the State of Maryland; and FCC’s Board of Trustees commitments as fiduciaries. Any proposed capital improvement request

Frederick Community College Facilities Master Plan Chapter 1 Overview of the College 1-2 May, 2023 This Overview foci are: Introduction; Role of a Community College; Student Success: More Than College Completion; Restructuring the System of Higher Education; Developing a Transcendent Built-Environment Responsive to Human Needs; Transforming A Student to Facilitate Holistic Student Success; Eight Dimensions of Wellness; Athletics, Fitness, Recreation; Health and Wellness Impact on Curriculum/Pedagogy/Learning; Mission, Vision, Values; Community Outreach; Strategic Directions; Governance and Organization; Students, Faculty, and Staff; Learning, Instruction, Accreditation; Main Campus; and Extension Centers. The Overview is intended to orient the reader to Frederick Community College (FCC) at the global, national, regional, state, local and campus levels. United States postsecondary education is ever evolving and is a complex enterprise occurring real-time in a dynamic environment. The FCC facility master planning process was undertaken during the COVID-19 pandemic; a college presidential search; a war oversees; social unrest within the United States; a concomitant drop in college attendance nationally; a loss of jobs in industries paying the lowest wages; and 59 percent loss of low-paying jobs between February 2020 to October 2021 while the Washington-Baltimore-Arlington combined statistical area (CSA) that impacts and is impacted by Frederick County was becoming the third largest CSA in America.2 Against this backdrop, Frederick Community College implemented course delivery formats for entirely online courses where students complete work on their time but meet expected deadlines; structured remote courses with specific class times; hybrid remote courses online with periodic in-person class time; and in-person courses in a physical space on campus, at the Monroe Center or in a location 2 https://www.newgeography.com/content/007051-combinedstatistical-areas-lead-continuing-dispersion-2010-2020 3 <a href="http://education.stateuniversity.com/pages/1873/Commun off-campus appropriate for the course objectives. Additionally, the FCC Testing Center leveraged the Zoom platform to proctor placement and FCC course exams for students. Additionally, FCC adopted and implemented Navigate, which allows students and academic and administrative offices to communicate with students and keep them engaged; and it offers advisors, tutors, and other support staff a comprehensive range of student information to assist in student success and support. In terms of community outreach and impact the FCC partnered with Frederick County Government and others to ensure consistent and coordinated messaging during COVID-19 via a Joint Information Center (JIC). This led to FCC hosting a county vaccination site in the FCC gymnasium that became a state vaccination site before closing in May 2021. Role of a Community College “The distinctive contribution of community colleges to American higher education is their adaptive, transmutable mission. They represent education's local, front-line interface with society. To fulfill this transmutable mission, comprehensive community colleges provide (1) general and liberal education, (2) vocational and technical education, (3) adult, continuing, and community education, (4) developmental, remedial, and collegepreparatory education, and (5) counseling, placement, and student development services.”3 The American Association of Community Colleges (AACC) serves as a national voice and advocacy for the community college mission. The AACC mission statement is “Building a Nation of Learners by Advancing America’s Community Colleges.”4 America’s first public ity-Colleges.html">Community Colleges - The History of Community Colleges, The junior college and the research university., The Community College Mission</a> 4 https://files.eric.ed.gov/fulltext/ED451865.pdf