CCR Design Program draft 2

Center for Community Renewal
Facility Design Program Introduction & Acknowledgements
Developing the National Center for Community Renewal
Preliminary thoughts to guide facility programming and design

Interest in the success of Shreveport / Bossier Community Renewal has resulted in the need
to establish a national center. The philosophy, programs and methodology of rebuilding
communities on mutually enhancing relationships are working. Shreveport / Bossier,
Louisiana is the laboratory to develop and implement programs. As word spreads support and
interest are growing. The Robert Wood Johnson Foundation has provided the resources to
help formalize the methodology for documenting success and replicating the processes of
renewal in other communities. Community Renewal has established a national board for the
purpose of building capacity to share these programs with communities around the world.
Partnering initiatives with several Universities and interest from federal and state political
leadership supports the need for establishing a National Center for Community Renewal
(NCCR). The Center will serve two primary purposes:

 The Community Renewal Learning Center will provide training and conference
facilities. Training sessions will range in duration from several days up to six weeks.
Participants in longer duration training will achieve Community Renewal Certification.
The training and conference sessions are collaborative and experiential. Participants
are exposed day and night to opportunities to learn the programs and develop
strategies to apply to their communities. This teacher and peer learning process
requires a building that functions as a complete conference center with training /
meeting rooms; housing that encourages informal gatherings and small group peer
collaboration; and food service. Flexibility is important for training rooms. Group sizes
are anticipated to range from several groups of 10 – 15 to larger sessions of up to
300 participants. The market for training is broad and includes community activist,
social service providers, community development professionals, planners,
redevelopers, political leaders, and many others from communities all over the world.

 The Community Renewal Institute will provide offices for faculty, researchers,
interns, guest lecturers, Community Renewal administration and other support staff
(current projections for CR administrative staff of 35); research library that will include
production facilities for developing training materials; and distance learning / web
casting facilities. Activities of the Institute will include monitoring the progress of
renewal communities, publishing research and partnership initiatives with higher
education institutions.

The Center will be a demonstration of renewal, a symbol that reflects the purpose and spirit
lifting qualities that inspire rebuilding quality communities. The NCCR will be designed and
operated to stimulate renewal of the building context. A location at the heart of Shreveport /

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Center for Community Renewal - Design Program mh
Morgan Hill Sutton & Mitchell Architects LLC 6.25.05 sm

Bossier was identified: a 16-story, 140,000 square foot high-rise office building. The owners
agreed with the concept and donated the building for use as the NCCR. The 1960’s vintage,
concrete frame, curtain wall building was abandoned in the late 1980’s due to local market
conditions and cost of asbestos removal. It is a great building to target for renewal using
appropriate urban design and renewal architecture principals to symbolize the mission of the
NCCR.

For example, the first floor uses of the building should contribute to the streetscape
pedestrian experience. Storefront business with display windows and frequent entry doors
add to the life and safety of the street. A mixed-use project adds to the viability of a 24-hour
a day downtown. The act of renovating this building is a “green action” that reduces
embodied energy required to manufacture and transport materials for construction. What
are the additional opportunities to renew this building through “green building” principals?
What is the appropriate LEED certification?

The building as a symbol and an experience should inspire an architectural expression of
the NCCR purpose to renew communities. The top of the building is an opportunity to
distinguish this building and design a memorable addition to the skyline. The building entry
should be inviting and encourage the feeling of mutually enhancing relationships. Ideas
discussed include a 2-story lobby that conceptually resembles a neighborhood main street.
The building design should encourage interaction. Public spaces should provide a variety of
opportunities for participants and visitors to meet and places to sit, talk and collaborate.
Dialogue areas or “living areas” should be included in residential, conferencing and any
commercial areas of the building. Among the Center amenities include a small chapel that
could be located on the top of the building or other appropriate location. The issue of food
service should be explored carefully to determine the degree of on site food preparation or
contract food service.

In determining an exact program to guide design there are many issues to explore and
understand. Among those issues are:

 Descriptions of training and other activities in the building.
 Requirements for research and library facilities.
 Management and staffing requirements for the national center.
 Parking options for the facility.
 Facility management options and analysis.
 Operational budgets.
 Renovation and furnishings functional concepts and budgets.
 Residential floors requirements - room sizes, features and quantity.
 Code implications

2

 Fundraising strategies and publications
 Technology requirements

Current challenges include identifying and organizing people resources to model the
possibilities for NCCR. The current strategy is to bring diverse brainpower to the table in a
“Charette” setting. Invitation possibilities for groups or individuals are:

 Conference Center experts from Oklahoma University with applicable functional
and operational knowledge.
 Architecture and planning students and faculty from University of Texas,
Oklahoma and Louisiana Tech to work in blended teams on design ideas. A
program will be prepared prior to the Charette to guide teams. The Charette
agenda will be structured to allow teams to incorporate ideas from parallel
facilitations for other group discussions.
 Academicians to discuss organization, certification and teaching techniques.
 Community Renewal Staff
 Facility managers to discuss operational structures and options.
 Economic developers from the state and representative(s) from the Governor’s
office.
 Fundraising strategists
 Professional architects, planners and board members
 Others?

Discussion and evaluation is also needed to determine the structure for project delivery and
schedule. Funding for asbestos removal is under way and initial funds are committed to
move forward with planning for abatement. Potential project funding sources include HUD,
Brownfield grants, Kresge Foundation and donations.

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Facility Design Program Index

Project Goals & Overview

Operation

Existing Site & Building Context

Site Improvements, Analysis & Concepts

Area Summary

Program Spaces & Descriptions

Program Adjacency Diagrams & Concepts

Code Provisions

Space Description Worksheets

Facility M.E.P. Systems

Product Information & Web Sites

Budget

Schedule

Summary

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Facility Design Program Goals & Overview
Form: The goal is to apply reasonable energy conversation measures to enhance the projects
status as ‘green architecture”, “sustainable design” and “smart growth”.
Shreveport, La. Function:

Economy:

Time:

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Vision

Our vision is to develop, support, and nurture the Center for Community Renewal located in
downtown Shreveport where learning to restore the foundation of safe and caring communities
by rebuilding the system of caring relationships is demonstrated and taught to other
communities, national and international.

Major Goal

We envision building this National Center to aid in stopping the disintegration of cities and
neighborhoods where families and individuals can have hope and live in productive and healthy
communities. To understand that by re-establishing a systemic way of building relationships,
we will restore our ability to build healthy and productive communities in our cities. To develop
and implement the development of a new industry of social technology to renew neighborhoods
and cities.

Major Action

To remediate, renovate, and develop a sustainable environmentally sound “green” building
using cutting edge technology and techniques in partnership with the University of Texas
School of Architecture and the University of California at Berkeley for the purpose of housing
the National Center of Community Renewal..

What Is the Need?

It is apparent that communities and cities are experiencing rising criminal activity, drug and
alcohol abuse, children being abused and neglected, domestic violence, school dropouts, and
increasing number of uneducated individuals living in poverty. Billions of dollars and effort goes
into addressing these problems through our federal, state, and city budgets each year. An
individual or organization alone will not solve these problems. Solving these problems will take
all of us. We realize that our cities rest on the foundation of relationships. If these relationships
disintegrate we will continue to see these difficult problems face our individuals, communities,
and cities. By establishing a systemic process to rebuild these relationships, which has been
established in Shreveport, Louisiana, this process can then be shared with others through our
National Center of Community Renewal.

Expected Outcomes of Training of National Center

 Develop a new industry of “social technology” to enhance growth capital
 Dissemination of a systematic working model to neighborhoods and cities who wish to
stop disintegration of cities through an established training and demonstration program

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 An established on-going training program and support for all levels of individual and
organizations through the National Training Center Program
 Replication of model in partnering cities through training and technical assistance
 Increased involvement of individuals in impoverished neighborhoods in changing their
culture
Renewal Team  Established academic certification through partnership with existing universities
Haven House
 Established a curriculum for interns with partnership with existing college and
universities
 Develop curriculum to deliver training in all three aspects of model by on-site and
through distance learning
 Increase in quality of life in neighborhoods and cities
 Develop a fee structure for national center to become a profit center to support
Internal Care Unit
activities
 Seek grants/contracts to aid participation by others interested in studying at the
National Center and the concept of Community Renewal

Major Components of Modal of Renewal—
Relational Foundation = Social Capital = Mutually connected together Our model will provide the principles and knowledge to implement the major efforts.
SBCR produces MER by doing 3 things: RT, HH & ICU
Renewal Team: The Renewal Team acts as a coordinator and facilitator of many individuals
and groups including businesses, civic organizations, churches, and professional organizations
Haven House
Renewal Team Internal Care Unit
that support our mission of connecting and serving the community. The We Care Team helps
caring people visible to one another throughout the community.
Caring alone does not We are disconnected / isolated There is the reality of
stop collapse… on our streets & decay & problems of
in our neighborhoods… oppression, race &
Haven House Plan: Caring relationships among neighbors are developed “block by block”
poverty…
across the city by enlisting and training persons willing to build friendships and neighbors on
Connect Caring People: Take city back, systematically: Renew whole persons:
their street. These dedicated volunteers are committed to remaking “their neighborhoods”.
1. Visible 1. Rebuild relational foundation 1. Build trust by serving
Volunteer Haven House Leaders learn to reach out their neighborhood through a systematic,
2. Connected 2. Build social networks 2. Friendship Houses
3. Committed 3. Block leaders form connected 3. Model the family unit
yet very simple approach. SBCR offers training sessions to equip these volunteers.
nurturing structure 4. Paid staff

The Internal Care Unit – Friendship Houses: The Internal Care Unit “Friendship Houses” are
Social Technology homes established in high crime/low-income neighborhoods to help bring hope and support to
children and adults. A local missionary family moves into these homes to build trust and
relationships within these communities and through after-school, and mentoring programs, lives
Community Renewal International Paradigm are changed and hope is restored. Various educational, spiritual, and healthcare initiatives are
provided to help families become productive citizens of our community.

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Why Shreveport?

The SBCR model was developed and exists in Shreveport and is changing lives. By locating
the “National Center” in Shreveport those who come to learn will be able to participate in a
Competent “living laboratory” as well as experiencing their own renewal.
- willingness & ability to access & appropriate resourcesMeaningful Work
to continually grow :
Adequate Housing Who will come to the National Center?
Education
Spiritually, Socially, Skillfully, Physically, Intellectually & Emotionally
 Governmental Agencies
 Community Leaders
Compassionate  Urban Planners
- lifestyle devoted to seeking Safe Environments seeking their own good
the good of others while  Faith-Based Groups
Mutually Enhancing Relationships
 Neighborhood Associations
 National Organizations
 College and Universities
Whole Person = competent & compassionate  Non-Profit Groups
 Individuals Committed to Renewal
Leadership
Common Culture Health Care
 International Organizations
Community Renewal International Paradigm
 Foundations
 Continuing Education
Village Structure
What Will the National Center Offer?
Safety
Safety
Key Elements of Renewal
 Academic Certifications
Adequate Housing Culture of Caring
 Seminars/Awareness Conferences
 Major Conferences
Meaningful Work Servant Leadership  Internships
 Intensive Training for Replication of Model
 Support and Technical Assistance
Healthcare Education
 Continuing Education
 Think Tanks
 On-going systemic research on defining renewal process
 Publishing efforts for renewal effort
Mutually Enhancing Relationships
 Developing success indicators
The Relational Foundation of Community
 Evaluation and monitoring the impact with Shreveport-Bossier and cities who
Community Renewal International Paradigm plan replication

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Facility Design Program Site & Context
Location and Existing Building Description
National Center for Community Renewal

The National Center for Community Renewal (NCCR) will be located in a vacated existing
fifteen-story high-rise office building in the central business district of Shreveport, Louisiana.
The site is at the Northeast (North by compass) corner of Texas and Edwards Streets. The
west side of the building is 150 feet along Edwards Street. Lobby entry to the high-rise is near
the center of this side. The south side is 60 feet along Texas Street. Along the north side is a
service alley that divides the city block. The east side of the building is on the property line
adjoining an adjacent two story building. The orientations described are for ease of describing
the building, as compass north is diagonal to the city block grid.

The building, constructed as the Petroleum Tower in 1958, is located in a downtown historic
district. There are approximately 10 other high-rise buildings of 10-24 floors within one block
of this building. There are also a number of locally important buildings that add to the historic
fabric within one block (e.g., The Chamber of Commerce that was the old library, the old Post
Office that was renovated for use as the central library and the Parish Courthouse). There
remain a number of 2 – 5 story commercial buildings that also contribute to the “toute
ensemble” of the historic district. Over the past 20 years approximately 80 of these structures
have been demolished and primarily used as surface parking. The National Center building is
in the center of this area of downtown that is the business and financial center of Shreveport
and the Ark-La-Tex. Texas Street is the historic main street and is the widest street in
downtown.

Zoning for the property is B-4 (Central Business District). Parking is not required for office
use. Petroleum Tower does not have parking associated with the building, which was a likely
contributing factor to the decision to vacate the building. There are a number of parking
structures and surface lots within a short walk. One nearby parking facility is structured for
additional floors.

Petroleum Tower is a concrete frame building with aluminum curtainwall exterior cladding on
the north, west and south facades. The party wall on the east façade is black modular brick
masonry. Structural bays are nominally 20’ x 25’. Building core functions (i.e., traction
elevators, stairs and toilets) are located along the east side of the building. In addition to the
15 floors of tenant space are a basement and mechanical penthouse. Induction heating units
are located on the perimeter of each floor. Space above the ceilings of each floor is used as a
return air plenum. Concrete beam and floor construction provides a 3-hour fire separation.
Stairwells are enclosed in 2-hour construction of 2.5” thick solid plaster walls. Stair widths are
approximately 3’-8” with an exit capacity of 140 (.3” per person) for each stair. Separation of

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Facility Design Program Site & Context
stairs is approximately 1/3 the diagonal distance of the building which will require that the
building be sprinkled in any reuse configuration. Floor to floor heights are relatively shallow
ranging from 14’ on the first floor to 11’6” for upper floors. The aluminum curtainwall
components are no longer made and air infiltration is evident. Several asbestos containing
materials have been identified in acoustic plaster ceilings and piping that will be abated
prior to renovation.

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Facility Design Program Site Utilities
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Facility Design Program Program Summary
Department Net Area (s.f.) Department Department Connecting Total Area (s.f.)
Efficiency (%) Total (s.f.) Efficiency (%)

80
Community Renewal Training Center 119,910 149,000

Community Renewal Resource Center 17,850 75 23,800

Community Renewal Institute 4,740 75 6,300

80
Administration 2,855 3,570

Common Areas 15,020 75 20,000

Mechanical / Electrical Spaces 11,000 11,000

85
Totals 213,670 251,000

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Facility Design Program Program Spaces
Space Space Description Quantity Area / Net Area Efficiency Total Area
Space (s.f.) (s.f.) (%) (s.f.)

General Building Considerations
1. The National Center for Community Renewal will be composed of 3 components: The Community Renewal Training Center, The Community Renewal
Institute and The Community Renewal Resource Center.
2. Reinforce the concepts of “renewal” and “communityquot; in the building design. Symbolism should reflect ideals such as “Inclusion, Community, Neighborliness,
World Community and Togetherness” .
3. The building ground floor should function as a welcome center and registration area. It should also provide activities that enhance the downtown
neighborhood such as storefront shops (coffee shop, food court and other retail for downtown) and possibly a “Community Renewal Museum with exhibits
that document the growth and success of the Renewal Movement.
4. Classes at the National Center will be revenue generating to cover some of operations.
5. One suggestion was offered that the National Center could be like a “Friendship House” that includes downtown human resources for teaching low income in
the downtown area as a demonstration of community building by the National Center. This concept would have full time residents to resemble a Friendship
House—possibly one role as facility manager and one role for downtown neighborhood coordinator.

Community Renewal Training Center
1. The Community Renewal Training Center is a conference center that includes housing and meeting / training rooms.
2. Learning will occur in large groups of up to 300 for “information sharing” such as orientation and in small groups of 7 to 20 (15 is ideal) for “interaction
learning”.
3. One concept discussed is small groups symbolized as neighborhoods with small group participants residing in a cluster of bedrooms around a common area
for social and learning gatherings. This could become a co-op type environment where participants share responsibilities (some examples mentioned that
are similar include new dorm concepts & senior centers). Questions discussed included: Will internet access in bedrooms limit interaction? Will we include
provisions for children? Should some double rooms (2 beds) be included to allow for cultural considerations or choice?
4. Large group meetings could symbolize the gathering of many neighborhoods to share ideas, resources and work. Consider the possibility of moveable walls
to subdivide larger meeting rooms to allow experimenting with group size and learning.
5. Training will take place in sessions from as few as 3 days to as long as 6 weeks. Learning activities will take place in The Center and out in area
neighborhoods that are the laboratory for Community Renewal. A summary of the renewal process is included in the Project Goals and Overview section of
the program. Staff is developing the training programs and considering issues such as: How do we create learning programs and environments that
maximize benefit to various learning styles? How will we build community in 3 days? How much interaction time and how much quiet time for individual
reflection?
6. Learning activities should include behavior pattern development that occurs during meals and community meetings that are scheduled in a disciplined
process. (could include gatherings after normal hours?)
7. Ancillary spaces for residential areas include: laundry room, exercise room, small place for reflection or worship (could be a chapel, place on each floor or
individual bedrooms)

21

Space (s.f.) (s.f.) (%) (s.f.)

Community Renewal Training Center (continued)
Inviting space with informal seating areas
Reception & Lobby 2,000
for
approximately 30.
Access to elevators and registration desk.
Consider 2 story spaces to connect to functions on 2nd
and possibly 3rd floors
Connection to ground floor storefront retail and museum
from lobby
Counter area for refreshments for guests
Counter space for approximately 4 employees to handle
Registration Desk & 250
Information / registration, issuing and receiving keys, holding
Transportation Center messages / mail, etc. (Could be located at 2nd floor)
Space for cueing guests for registration
Information display and interactive computer access
(could be kiosk in lobby)

Storage area for holding luggage, carts, etc.
Storage 120

Desk, credenza, 2 side chairs, shelving and lateral file
Housing Manager Office 150
Near registration desk
Supply for storage for administration
Work/ Copy & Files 150
Copy machine, fax, postage, computer and printer
Additional staff offices
Offices 2 120 240

Display area / exhibits of the Community Renewal
Community Renewal 4,000
Museum, Gift Shop & message and progress and locations. (1000 s.f.)
Welcome Center Museum receiving, exhibit prep, curator office and
storage (1,500 s.f.) could be in basement.
Gift Shop of tapes, books, shirts etc. (500 s.f.)
Gift shop storage could be in basement (500 s.f.)
Welcome Center area for orientation to the National
Center & Community Renewal principles—audiovisual
presentation room (500 s.f.)
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Space (s.f.) (s.f.) (%) (s.f.)

Common areas will be used for social gatherings &
Common Area Rooms 20 800 16,000
training sessions for the participants housed in a
bedroom cluster
One room in each cluster of bedrooms
Conference / dining table(s) for ± 14
Kitchenette unit with microwave, coffee, double sink, ice
maker and refrigerator
TV / lounge seating area
Computer area with 5 computers with internet access
Window view if possible
Laundry room with 2 washers and 2 dryers (100 s.f.)
Bedrooms will also serve as places for personal reflection
Bedroom Clusters 20 3,920 78,400
(14 bedrms.
of dailey activities
@ 280 s.f.
± 14 bedrooms with queen size beds (250 s.f. each)
each)
Rooms to be small to encourage time in the common
area and nicely appointed with simple elegance.
Furnishings should include a desk , small refrigerator
unit, chair, clothes storage in furniture unit and bed
tables.
Bathroom with tub / shower, water closet and lavatory for
each bedroom (50 s.f.)

3 tread mills, 3 stationary bicycles, 3 weight machines
Exercise Room 2,100
Floor area for stretching or aerobics with mirror
2 Toilet and dressing rooms with showers (400 s.f. each).
Include 10 lockers in each.
One location for all residents
Small inspirational worship space
Chapel 400
Accessible to all facility users and guests
Accommodate approximately 20
Incorporate art, special lighting and possibly water

23

Space (s.f.) (s.f.) (%) (s.f.)

Flat floor flexible gathering place for 300 in a dining
Auditorium / Meeting 5,600
Room configuration
Small raised platform for speakers or panel
Great audio visual & video equipment capability
Consider moveable wall to subdivide into 2 or 3 spaces
Break out rooms for smaller group training sessions
Small Group Rooms 10 500 5,000
Rooms of up to 30 people
Liquid marker boards and possibly smart boards with
LCD projectors

Space for refreshment tables and seminar registration
Training Center Lobby 300 7 2100
tables
Gathering space during seminar breaks
General Storage & Staging Storage room for chairs and tables (400 s.f.) 800
Staging area for serving meals (400 s.f.)
Meals will be catered for banquets
Warming Kitchen 500
Warming Kitchen should be located near loading dock
service areas and acoustically separated from seminar /
banquet areas
Kitchen should include a small walk-in cooler and freezer;
a storage area for dishes and condiments; warmers and
coolers; ice maker; ovens; sinks and other equipment to
be determined

Locate near Training Center Lobby
Toilets 2 300 600




80
Community Renewal Training Center 119,910 149,000

24

Space (s.f.) (s.f.) (%) (s.f.)

Community Renewal Resource Center
1. The Resource Center will provide “technical” & “foundation” support to individuals & groups involved in developing social technology to renew
communities. This support will include building a community of people renewing communities.
2. Technical support will include a staff of specialists that form “technical support teams” that specialize in: general knowledge of renewal, volunteer
recruitment, Community Coordinators, Haven Houses, Renewal Teams & CEO development. Over a ten year period these specialist areas will grow to 5
staff for each area of specialty. Some of these staff will travel to communities to provide on site assistance. Tech Teams will convene monthly virtual town
hall meetings to share progress as a means of developing a support system for community renewers across the country. This will require a media
department with a small television studio for recording & broadcast. The work of Technical Support will be supported by Renewal Publishing Company
that will be housed in the Community Renewal Resource Center Media Department.
3. The Community Renewal Foundation will offer memberships nationwide thru the internet. The foundation will make seed grants of approximately $50,000
per year per group to get started. A portion of foundation funds will go to SBCR to support development work as the laboratory organization. Staffing for the
foundation will include a director, assistant with conference room and support areas.
4. The Resource Center will also include a Library, Technology Department and Media Department.
5.

One enclosed office for each of the six specialists
Technical Support Team 6 150 900
Directors categories mentioned above
Desk, Credenza and 2 side chairs
Four open office cubicles for each of the six specialists
Technical Support Team 24 112.5 2700
Work Stations categories (approximately 90 s.f. per work station
Evaluate a hoteling office concept for shared work
stations to gain space efficiency

Accommodate 6 around a table
Conference Rooms 6 200 1200
White board on one wall and
Open office cubicles for secretarial & interns (60 s.f. per
Clerical work stations 12 75 900
work station)

Work Counter, copier, mail & postage, lateral files
Copy, Files & Supplies 300

Seating for 6 adjacent to Clerical area
Department Reception & 150
Waiting

Counter area with sink, under counter refrigerator
Coffee Bar 80


Toilets 2 250 500

25

Space (s.f.) (s.f.) (%) (s.f.)

Community Renewal Resource Center (continued)
Desk, credenza & 3 side chairs
Foundation Director Office 200

Office with desk, credenza & side chair
Foundation Assistant 120

Secretarial work station
Foundation Secretary / 200
Reception Waiting for 4
Work Counter, copier, lateral files
Foundation Work / File 250
Room

Accommodate 12 around table
Foundation Conference 350
Room AVV capability
Book stack area for ? Volumes
Library 5,000
Reading area for 20
Circulation desk
5 computer stations
2 project rooms
Librarian work area and storage
Archive storage
display
Closed circuit production
Technology Department 2,000
Access to satellite feed
T-3 connections / fiber throughout / wireless hubs
Web site design and updates
Video tape, filming & broadcast capability
Media Department 3,000
Video editing room (250 s.f.)
Small television studio (500 s.f.)
Renewal Publishing Company (500 s.f.)

75
Community Renewal Resource Center 17,850 23,800

26

Space (s.f.) (s.f.) (%) (s.f.)

Community Renewal Institute
1. The Institute will develop state-of-the-art thinking for Community Renewal. The Institute will work with academic and institutional partners on research
projects such as conceptual models, methodologies, research techniques and information tracking. The analogy for the institute is the “Manhattan Project”
as a model for how to bring together brainpower to design solutions to a complex problem.
2. The Institute will operate a “Think Tank” and will periodically assemble “thinkers” that understand principles that lead to renewal. Topics for think tank
sessions could include diagnostics and solutions that affect change.
3. The Institute will produce and distribute “white papers” and a journal. Much of the research will be contracted with academic researchers.
4. The staff will plan and conduct conferences with targeted small groups.

Desk , credenza and 2 side chairs
Director Office 200

Researchers and conference planners
Staff Researcher Office 3 180 540
Desk , credenza and 2 side chairs
Secretarial work station and waiting for 6
Secretarial / Reception

State of the art conferencing room for 20 with small
Large Conference Room 2,000
kitchen and break out room for 4 people
Room should be designed to accommodate intense
brainstorming activities by thinkers invited to explore and
develop specific issues.

Staff conference & work room
Small Conference Room 300

Work counter, files , copier
File & Work Room 200

Space allowance for additional growth and intern work
Expansion Space 1,500
areas





75
Community Renewal Institute 4,740 6,300
27

Space (s.f.) (s.f.) (%) (s.f.)

Administration
1. The administrative department will house the National Center CEO and support staff for managing the National Center. It will also house the staff that
oversees the local model SBCR that includes trainers and 4 community coordinators. Directors offices will include building manager, training, Marketing &
Development.


CEO Office 280


Administrative Assistant 120

Secretarial Work Station
Reception / Waiting 200
Waiting for 8

Files, Work & Storage 150


Building Director Office 180


Training Director Office 180


Marketing / Development 180
Office

Cubicle work stations for additional staff and interns
Support Staff Work 6 87.5 525
Stations (70 s.f. per work station)


Conference / Board Room 500


Conference Room 300


Small Kitchen Area 80


Toilets 2 80 160



80
Administration 2,855 3,570
28

Space (s.f.) (s.f.) (%) (s.f.)

Common Areas
Connecting entry area that links Training Center,
Outdoor / Indoor Plaza 4,000
Resource Center, Institute and retail tenant spaces
This could be an atrium type space with stairs and
elevators serving the existing tower if existing stairs and
elevators are abandoned due to code related issues.
Welcoming space from street / sidewalk
This concept will require acquisition of adjacent 2 story
building(s) and surface parking
Provide variety of indoor and outdoor seating
arrangements and landscaping

Locate on Ground Floor with entries from sidewalks and
Retail Lease Areas 6 1,200 7,200
from building lobby areas.
4 to 6 spaces at approximately 1200 s.f. average
Provide loading dock area for 2 delivery vehicles from
Loading Dock 2,500
alley that will not block the alley
Locate a trash compactor / dumpster at the dock area
Area for uncrating and temporary storage
Receiving Area 400
Accessible to serve the entire complex

Office to monitor cameras and facility
Building Security 120

Office space & shop for maintenance engineer and
Facility Maintenance 400
support

A laundry service will be used for cleaning linens etc for
Janitorial and Central 400
Supplies the housing and food service operations
Storage of cleaning supplies, linens etc.


75
Common Areas 15,020 20,000
29

Space (s.f.) (s.f.) (%) (s.f.)

Mechanical / Electrical Spaces
1. Refer to section on mechanical and electrical design requirements.

Allow 5% of sum of net department area
Mechanical Equipment 10,000
Based on 202,000 net s.f.

Allow .5% of sum of net department area
Electrical and 1,000
Communications  Based on 202,000 net s.f.



Mechanical / Electrical Spaces 11,000 11,000

30

Facility Design Program Code Summary Provisions
Code Category N.F.P.A.. 101 (2003 Edition) International Building Code (2000 Edition)

General Building Description:
 Approximately 144,000 s.f.; Existing 16 floor high rise (basement, 14 tenant floors & mechanical penthouse) ; original use as multi-tenant office building
 Proposed use: Renovate as a mixed use conference center with hotel type housing for participants, assembly areas for approximately 300, limited retail and
offices for administration / resource center
 Where discrepancies in the codes occur the NFPA 101 shall be used. Louisiana law
High Rise (chapter 11, section 11.8) Mixed use (each portion of the building classified based on
Occupancy
Classification : Multiple occupancy separates uses with fire rated construction occupancy): Group R-1 hotel, Group B business, Group A-2,3
Assembly
(6.14.2.3 & table 6.1.14.4.1); or Mixed occupancies
intermingle uses w/ more stringent requirements (6.1.14.3) Occupancy separations of 2 hours per table 302.3.3 can be
Business (chapter 38), Assembly (chapter 12) and reduced 1 hour in sprinkled buildings
Residential / Hotel (chapter 28)

Type I (332) Note: a less stringent classification could be used Type 1A sprinkled (table 601) note: if site area expanded use
Construction Type :
if additional property is acquired for some uses by separating of less stringent construction could be considered for solutions
the high rise with rated construction. (table A.8.2.1.2) under 4 stories by separating the high rise with 2 hour
Columns: 3 hours construction.
Structural frame (columns / trusses / girders) : 3 hours
Beams, girders, trusses & arches: 3 hours
Floor construction (includes beams & joists) : 2 hours
Floors: 2 hours
Roof construction : 1.5 hours except no rating when roof 20’
Roof: 1 1/2 hours
above floor below.

 UL stories, UL height (table 503)
Allowable Height & Area
Multi-story maximum = UL s.f./ floor
Hotel: 200 s.f. / person; Classrooms: 20 net; library reading: Classrooms: 20 net; Assembly: 7 net for chair only, 5 for
Occupant Load
(s.f./ occupant) 50 net; assembly: 7 net for concentrated without fixed seats, standing, 15 for tables & chairs, and actual number for fixed
15 net less concentrated without fixed seats, actual number of seating; library: reading areas 50 net and stacks 100 gross
fixed seats; kitchens, library stacks & offices: 100 (table Residential: 200 s.f. / occupant; exercise: 50 net s.f. / occupant
7.3.1.2) Office areas: 100 s.f. gross / occupant
.2” / person for doors and aisles .2” / person or .15” with sprinkler
Exit Capacity
.3” / person for stairs .3” / person for stairs or .2” with sprinkler
Minimum door width = 36” (32” clear) Minimum door width = 36” ( 34” clear)
Street floor exits shall be calculated on the area of all floors
connected by openings (e.g. stairs or escalators) (38.2.3.3)

 

38


Business occupancy: 1 hour rating except no rating is 1 hour rated; No rating when sprinkled (table 1004.3.2.1)
Exit Access Corridors
required in (1) open plan configurations, (2) single tenant
spaces and (3) buildings protected by automatic sprinkler
(38.3.6)
Minimum width of 44” (38.2.3.2)
Hotel: When sprinkled, 1/2 hour rating in hotel areas w/ 20
minute self-closing doors (28.3.6). Spaces can be open to the
corridor provided they are not hazardous and do not obstruct
access.

2 Minimum (38.2.4.1) 2 Minimum for 1-500(1 for spaces with less than 50 occupants)
Number of exits
Exits located no closer than 1/2 diagonal distance of room or 3 for 501-1,000 and 4 for over 1,000
building, 1/3 diagonal distance for sprinkled buildings. Exterior stairs permitted (1005.3.6.5)
(7.5.1.3.2—.4)

35’ increased to 50’ when sprinkled (28.2.5.6) 20’ (1004.3.2.3)
Dead End Limit

35’ increased to 50’ when sprinkled measured from the door 75’ (1004.2.5)
Common Path of Travel
to the hotel room (28.2.5.4)
Office: 75’, 100’ when sprinkled (38.2.5.3.2)
2 hour separation for high rise Shaft enclosure of 2 hours when connecting 4 or more floors
Exit Stairs & Shaft
Enclosures & 48” minimum clear between handrails per 7.2.12.2.3 where (707.5) with 1.5 hour opening protection
exit passageways 1/2 of exits can be horizontal exits thru 2 hour walls (1005.3.5)
stairwell used as area of refuge

Office: 200’ increased to 300’ when sprinkled (38.2.6) 200’ (250’ for R & A, 300’ for B when sprinkled) table 1004.2.4
Travel Distance
Travel distance within a hotel room to a corridor shall not 1/2 diagonal distance (1/3 when sprinkled) from rooms with 2
exceed 75’; 125’ in sprinkled building (28.2.6.2) exits (1004.2.2)
Travel distance from the corridor door of a hotel room in a
sprinkled building to the nearest exit shall not exceed
200’ (28.2.6.3.3.1)

50 % of exits may discharge through a lobby to reach the 
Exit discharge
outside of the building provided the travel distance does not
exceed 100’ from the exit enclosure. Open stairs can be part
of the exit access path per section 7.6.2. (28.2.7)

 

39


Comply with the provisions of section 9.4. Elevators shall be 
Elevators & Escalators
available for fire department use. Under some circumstances
elevators may be used as a means of egress. (28.5.3)
If less than 4 elevators, no more than 2 elevators per shaft. If
more than 4 elevators, no more than 4 elevators per shaft.

Not required at main exterior exit doors (7.10.1.2) Not required at main entries obvious as exits or in rooms with
Exit Signs
one exit (1003.2.10.1 exceptions 1& 2)

One hour or sprinkler protection for: employee locker rooms, Furnace rooms over 400,000 Btuh, boilers over 15 psi, and
Protection from Hazards
retail shops, guest laundries 100 s.f. and storage rooms refrigerant rms.—1 hour separation or sprinkler (table 302.1.1)
1 hour & sprinkler for laundries  100s.f., boiler & fuel fired
heater rooms, maintenance shops, trash rooms and rooms for
combustibles (table 28.3.22.2)

Ordinary Hazard operations 
Hazard Classification

1 hour smoke partitions required to separate areas exceeding Tenant separations within the same occupancy require no
Compartmentation &
Tenant Separation 30,000 s.f. or dimensions exceeding 300’ (?.4) separation
Floors serve as smoke barriers in type II(000) const. Incidental Use areas such as laundry rooms over 100 s.f. and
Horizontal exits permitted per 7.2.4 storage over 100 s.f. require 1 hour separation or sprinkler
Hotel rooms separated by 1/2 hour rated walls in sprinkled protection (table 302.1.1)
Assembly areas ≤ 10% area are not separate occupancies
building (283.7)
(table 302.3.3.e)

When connecting up to 3 floors as a communicating space for Sprinkler protection required for entire building except atrium
Atrium / Vertical Opening
egress use the provisions of 8.6.6 and the building shall be ceiling above 55’
Shaft enclosure is not required when connecting 2 stories when
fully sprinkled (28.3.1.1.1)
2 adjacent stories can be connected when not used as a criteria of section 707.2 are followed
required means of egress using the convenience openings One half of the exit stairways can be unenclosed when serving
provisions of 8.6.8 one adjacent floor (1005.3.2 exception 8)
Laundry & rubbish chutes per section 9.5
Wall & Ceiling: Class A in exits, Class A , B or C in other Exits– class A; exit access corridors—class B; rooms—class C
Interior finish
Sprinkler reduces finishes to classes B,C,C for above list
areas
Artwork wall coverage: 20% max, 50% for sprinkled (?.7.4)
 

40

CCR Design Program draft 2

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