The Richard Stockton College of New Jersey
College Center Market Study and Program Verification
In the fall of 2005, The Richard Stockton College of New Jersey retained Brailsford & Dunlavey to complete a market study to identify demand and support for a new College Center; to develop a demand-based facility program and reconcile it with the initial program developed by the College; and to ensure that the recommended program would accommodate the findings of the food service study conducted concurrently by Envision Strategies, as part of a team led by Hillier Architecture.
The College recognized the role that "quality of life" facilities, such as its new on-campus housing, played in the recruitment and retention of students. Existing college center facilities clearly did not meet the needs of the growing — and increasingly more sophisticated — campus community. Students passed through the areas, but did not "hang out" due to the buildings' design and decor. Insufficient meeting and event facilities limited the College's ability to bring together the campus community for the common experiences that create lasting memories and alumni loyalty. Both residential and commuting students expressed interest in enhanced retail services, including the bookstore and a variety of new options, to help offset the perceived isolation and inaccessibility of the College's campus setting.
B&D reviewed institutionally supplied data, conducted a series of focus groups and random intercept interviews of students, faculty, and staff, and analyzed nearly 1,100 student responses to an electronic survey quantifying potential demand for services, facilities, and amenities. B&D also conducted a comparative analysis of a Richard Stockton College-generated program to a selected sample of student union space programs from similarly sized institutions. From this analysis and from professional experience on more than 70 similar student union projects, B&D developed project concepts and associated program recommendations.
Focusing a significant level of daily activity in the facility would create a critical mass of vibrancy and establish the College Center as the heart of the campus. Given the financial realities of operating a large facility for extended hours almost year-round, it also was important that the service mix include functions that not only would be self-supporting, but also might contribute to the operational and/or capital costs of the new Center to minimize student fee increases.