EAST JACKSONVILLE SCHOOL NO. 3
DOCUMENTATION. BUILDING ASSAY. ADAPTIVE USES.
VOLUME THREE: PROPOSED ADAPTIVE USES
Prepared for the City of Jacksonville, Florida by
Graduate Students in the Department of Architecture,
University of Florida, during the Academic year 1979-80
F. Blair Reeves, Professor
Phillip P. Wisley, Professor
adaptive use of
ROBERT A MATHER
COLLEGE OF ARCHITECTURE
UNIVERSITY OF FLORIDA
I would like to dedicate this project to
Robert C. Giebner and F. Blair Reeves at
the Preservation Institute: Nantucket who
sparked my interest in Historic Preservation.
With the growth that Florida, and particularly the Jacksonville area,
is experiencing, the need for medical care will soon be beyond the capabilities
of existing facilities. The influx of a growing population of retired and elderly
persons, with their great demand on facilities has prompted the development
of specialized facilities.
There is also the trend, which may or may not still exist, toward a dispro-
portionate amount of time, money and energy being spent on recreation and enter-
tainment. Jacksonville in particular has an ever-increasing desire to come to
the forefront in the southeast as a home for professional and amateur sports.
The recent prospect of the Colts football team coming to Jacksonville was
met with widespread enthusiasm and interest. With that possibility now looking
bleak, other ventures are being looked into.
One possibility, and one that Public School No. 3 could play a part is
the advent of an Olympic training center, where athletes from this country
and from around the world could come to practice, work out and train for olympic
as well as national and international competition. Facilities already exist that
could be adapted to meet the needs of housing, feeding and training athletes,
such as the Gator Bowl and Coliseum.
One important need of the athlete that should not be overlooked is the health
care of the sports participant. Here is where Public School No. 3 could play an
important role in the development of Jacksonville as the sports center of the
southeast and at the same time Jacksonville could save an example of one of
its leading architect's buildings.
The proposal is to adapt Public School No. 3 into an Olympic Village Clinic
where routine testing, physical therapy and emergency care can be provided for
the athletes and support personal, and thereby taking the burden off of existing
hospitals, clinics and doctors.
Because of its proximity to the Gator Bowl and Coliseum, and because of its
large uninterrupted spaces, Public School No. 3 could readily accept a highly
specialized and subdivided function, such as a clinic, with little alteration of
the existing fabric of the building.
The following program provides the initial framework, both quantitatively
and qualitatively, for the adaptive use of Public School No. 3 into an Olympic
The goal of this project is two-fold. First, to dramatically demonstrate
that there exists viable alternatives to the demolition of Public School No. 3.
Second, as an academic exercise, Public School No. 3 is a vehicle for the
exploration of sympathetic adaptive use and compatible new design problems that
are particular to historic and architecturally important buildings.
Insure that the programming process and responsibilities are clear to all
Avoid duplicating effort that has already been made in data gathering.
Identify and contact all individuals, organizations and agencies that
can have an effect on the project.
Formulate and agree upon the programming process, ground rules and responsi-
Collect and organize all the work that has been done to this point.
Define the total scope of programming participants (users, organizations,
Orient clinet to the process, their responsibilities, the schedule and
what is needed from them.
Submit work done to this point to client for verification or change.
Identify information still needed for programming.
Hold work sessions with client to gather information.
Review periodicals for similar building types with client.
Document information and submit to client for verification.
Test space needs against budget.
Recycle reduced space allowable back through client if required.
Balance space and budget.
Distill architectural (form) implications.
Review planning assumptions with client.
Present programming findings to client.
There are some distinctions that should be made here which will define more speci-
fically how this study fits into the total planning process.
In planning there are definite steps that must be taken to insure a complete and
logical process. They are:
Projects begin with an Architectural Program which defines in detail what the require-
ments of the facility will be. The information contained in an Architectural Program
serv-s as input for Architectural Design. Here, each space in the building is analyzed
for needed furniture and equipment, personnel to be housed and needed proximity to
The actual Design of the facility translates the program information into first,
Schematic Design concepts, and finally a detailed Design.
Contract Documents consisting of working drawings, specifications and contracts
follow the design of the facility. These instruments provide detailed bases for the
cost estimates and are the documents used by the contractor in Construction of the
Building. (Courtesy of Edward T. White
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MONTHLY AVERAGE PERCENT OF POSSIBLE SUNSHINE
Annual Jan. Feb. Mar. Apr. May June\ July
62 58 59 66 71 71 63 62
MONTHLY TOTAL HEATING DEGREE DAYS (Base 650F)
July Aug. Sept. Oct. Nov. Dec. Jan. Feb.
0 0 0 12 144 310 332 246
Preliminary Cost Analysis
Inflation for estimated 18 month construction period:
de Apartment: PHYSICAL THERAPY
5 treatment rooms
pool equipment room
1 4 bed suite
1 2 bed suite
1 nurse station
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2 public restrooms
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The approach taken in the design of this project is one sympathetically
relating to the existing fabric of the building. The following points have been
-Maintaining the existing plan form, structural system, window and door openings
and principle facades.
-Sympathetically relating new design elements to the existing structure through
space, proportion, materials, rhythm, massing and color.
-Use landscaping to highlight the existing building and reduce the visual impact
of the addition.
-Through the new construction, relate to the monumental scale of Public School
No. 3 as well as the scale of the human form.
-Make the experience of going to a hospital as pleasant as possible through
light, space, landscape and color.
Callender, John H. editorry. Time Saver Standards, A Handbook of Architectural
Design, New York: McGraw-Hill, 1966.
Progressive Architecture, Stamford Connecticut: Reinhold Publishing Co., July,
1972, September 1976 and July 1977.
Watson, Donald. Designing and Building a Solar Home, Your Place in the Sun,
Charlotte, Vermont: Garden Way Publishing, 1977.
White, Edward T. Introduction to Architectural Programming, Paperback edition,
Tucson: Architectural Median, 1972.
HEALTH AND RECREATION CLUB
LESTER T. GONZALEZ
PROBLEM, DEFINITION AND PHILOSOPHY
East Jacksonville Public School Number 3 is located in a deteriorated minority
area in downtown Jacksonville. This area, which is immediately adjacent to the Gator
Bowl and the Jacksonville Coliseum has been experiencing a steady decline in popula-
tion, a great deal of it on a voluntary basis. This steady exodus has resulted in
many abandoned homes and properties which are now of great value not only to the
city but to private developers as well due to their proximity to the downtown area.
After meeting with several city officials the general feel was that the City of
Jacksonville did indeed want to develop the area with sport and recreation related
functions and activities. This would include the possible use of any adaptable struc-
ture within the area, this making Public School Number Three a prime candidate for
this type of development.
Within the last few years people have turned their focus toward their bodies.
Everyone from seven to seventy has been involved with some for of recreation ranging
from ping-pong to jogging.
Cities throughout the nation have been faced with the increased demand for health
and recreation facilities. Although the need is usually recognized and sometimes
solved, the funding for these facilities is usually the first to hp riut frnm ti-
Private investors and developers have capitalized on the fact that governmental agencies
have not been filling the demand. Consequently, countless numbers of new health and
recreation clubs have sprung up all over. Most of them usually specialized in one sport
or another with a majority of them tending toward tennis or racquetball. This overwhelming
trend in health and recreation coupled with the schools easy accessibility and proximity
to the downtown, prompted me to adapt Public School Number Three into a health and racquet-
Included within the scope of the program are several racquetball courts, various
rooms for exercise, pro-shop, day care, lounge/restaurant, locker room, sauna and whirl-
pool areas. The club can cater not only to the executive who works downtown all day but
also to the housewife and student both of which could find leisure time to enjoy the
The expected atmosphere is that of a semi-exclusive club where people can come
to relax, socialize and at the same time improve their overall health.
The building is a two story structure which presently consists of nine enclosed
classrooms, two out-door classrooms, a large auditorium/cafeteria, kitchen, bathroom/
locker rooms, all of these totaling approximately 28,000 square feet.
Under this program the new spatial and functional relationship would be as
A. Racquetball Courts
Two types of courts would be provided within the facility:
1. Common courts 12 @ 672 sq.ft. Concrete and plaster walls with wooden
floors and glass back wall. There are two viewing levels which would
allow viewing from ground level and from above.
2. Exhibition Courts 2 @ 880 sq.ft. Courts are completely glassed in
on three sides to permit viewing from viewing areas or gallery which
contains seating for approximately 100 people.
B. Exercise Rooms
There will be nine exercise rooms flexible in nature so as to allow for
mixed use. Hardwood floors and exercise mats will dominate. Weight lifting
rooms will be included for both men and women. These rooms will include
universal and nautilus equipment and free weights along with bicycle machines,
rowing machines and several basic boards.
C. Lounge/Restaurant 6,020 square feet
A large 2 1/2 story space with extensive foliage and seating capacity for approximately
100 people will provide food and drink for club members. It will provide table
and waiter service although the menu is expected to be "club sandwich" in nature.
D. Locker Rooms: Men 4,420 sq.ft. Women 4,420 sq.ft.
Both men's and women's locker rooms have a capacity of 400 lockers included within
the locker area. There are shower and dressing facilities, sauna, whirpool,
bar and small lounge area.
E. Reception Area 1,132 square feet
A spacious two story space will be provided as a reception area intended for greeting
potential new members along with security for the club.
F. Administration: Offices 2 224 sq.ft. ; Administrative space 1 315 sq.ft.
Two offices and general administration space will be provided totalling 763 square feet.
G. Pro-Shop 703 square feet
Items to be sold will be based totally on need but there is expected to be a varied
selection of clothes, racquets, balls and other related equipment. Other services
provided would be equipment rental and racquet re-stringing.
H. Day-Care 700 square feet
Intended for the care of pre-school children while their parents enjoy the amenities
of the club.
Preliminary Estimate of Building Costs
Existing Building 24,000 sq.ft.
Elevator 2 @ $35,000
Stairs 2 @ $22,000
1 @ $157,500
Part A $2/cu.ft.
Part B $200.00/sq.ft.
Part C $45/sq.ft.
Stairs 2 @ $63,900
Site Work 65,000
Plus 20% inflation compounded annually for a period of 18 months:
A PROFESSIONAL FOOTBALL TRAINING COMPLEX
OSLEC B. FERNANDEZ
A PROFESSIONAL FOOTBALL TRAINING COMPLEX
The city of Jacksonville is presently trying to lure a professional football
team to establish Jacksonville as its permanent home. The possibility of a team
are good for the city because of several factors, Among these are:
1) Jacksonville is a major metropolitan area wi'/th major highways crossing
through it, an airport, and a seaport.
2) Jacksonville has already a stadium capable of holding the size crowd
needed to support a professional team.
3) Surrounding the stadium are a coliseum and a baseball park showing
that the city has made some effort in favor of sports promotion.
Along with these pluses are several minuses. These problems would be reasons for a
professional club to skip over Jacksonville in favor of another area:
1) The stadium is in need of a general overall.
2) Stadium parking is minimal at best.
3) At present this area, even though it contains three sports complexes,
does not tie in as a sports unit.
The proposal I am presenting is of a three-fold nature. The step is to refur-
bish the present stadium to meet the standard set forth by the professional football
team. In the same breath construction of a training complex for the professional team
can begin. The ideal site would be in the area surrounding the Gator Bowl. The complex
would not only provide a cohesive base to tie in the present sport complexes but
may also lure another professional sport, which may share the football training
facilities in whole or in part. An example of a compatible sport would be soccer.
The soccer season would not interfere with the football season and the general
practice area requirements are similar. The facilities could also be used as
housing and for practice by collegiate or high school teams playing in the coliseum
or Gator Bowl. There is even a possibility that during the off season the fields
could even be used by the city recreation department for their programs.
The keystone to the sports complex could be Public School No. 3. Surrounding
Public School No. 3 are large parcels of land which could be used as practice
fields. Public School No. 3 has an advantage over a new building in that it is
already an established part of Jacksonville and thus aiding in giving identity
to the newly established team. The economic aspects cannot be overlooked. According
to George Notter, a Boston Architect familiar with adaptive use, "...more often than
not the total dollar expenditure for preservation, including the acquisition of the
property involved, is about the same as new construction. Thus, the plus factor
is achieved by developing the potential assets into a final project of great
amenity one having the right location, more space in either height or volume,
more area or more character material of special quality, or a potential for time
The breakdown of the buildings) will be into three units. One will be a
separate building to house the Jacksonville Sports Authority. The second one
will be Public School No. 3 which will house the administrative and training
unit of the football team and the third building, or the addition to Public School
No. 3, will be the dormitory.
I. Sports Authority Sq.Ft.
-Director's Secretary 200
-Accounting and bookkeeping 400
(1 accountant, 2 bookkeepers)
-General Office Area (3 secretaries) 450
-Receptionist and reception area 300
-Board Room (the board room shall be
immediately adjacent to the receptionist) 400
-Restroom for office staff @130 sq.ft. ea. 260
-Janitorial space 64
II. Professional Football Team
-Team Owner 300
-Coaching Staff (the need is to provide office
space for 13 coaches. Eight of the coaches
will be full-time on the premises during the
season. The remaining five will be traveling
coaches primarily involved in scouting and
II. Professional Football Team (cont'd.) Sq.Ft.
Eight full-time coaches 1,600
Five traveling coaches 750
This office will handle the overall promoting of the team
to the community, news media, and within the league.
Within this office will be such equipment as a telecopier
and video taping machine.
Three full-time staff 700
Controller (private office) 200
2 Accountants 400
The conference room will be used for full administrative
meetings either in-house or open to the public and
the press. 700
For security reasons, the reception area will have no
direct access to the rest of the complex. Within the
reception area will be a trophy and awards display. 700
The file room will contain all the business records of
the organization and also will serve as storage for
the office supplies. Also included will be the
mail room. 200
-Ticket sales with 4 staff members.
II. Professional Football Team (cont'd.) Sq.Ft.
-Office Staff Restrooms
-Custodian Storage and work room one on each level
@ 84 sq.ft. each. 168
The physician will need an office where he can conduct
his duties from. The office will need such areas as
the physicians private office, private examination
rooms, group check-up room, therapy room, medical
record storage, drug storage.
Private office and records storage 300
Private examination ( 2 @ 75 sq.ft. ea.) 150
Group examination 300
Drug storage 30
-Film storage 100
-Film viewing and Group Meeting Rooms
These rooms will be used for the viewing of game
films and also for meetings for the Offensive team,
defensive team, backfield, etc.
Three rooms at 300 sq.ft. ea. 900
Staff and prayer meeting room 700
Offensive/defensive coaches conference 400
(2 rooms @ 200sq.ft. ea.)
The locker area will provide storage for sixty players. 1,600
The shower area will be of the gang type with 18
II. Professional Football Team (cont'd.) Sq.Ft.
Toweling off area 140
-Weight Room 1,000
This area will be used for storage of such items as
uniforms, helmets, shoes, footballs, and other athletic
It is very important that this area provide a calm and
casual atmosphere. It should be a welcomed break from
the hectic atmosphere of the practice field. 1,200
A large and well equipped kitchen is needed to provide
a high quality diet for the team members. 764
-Custodian storage and work room for training area. 100
Each unit will be double occupancy with a maximum of 30
-Showers and restrooms (2 @ 780 sq.ft. ea.) 1,560
These rooms will be primarily for the relaxation and
recreation of the team members.
AUXILIARY FUNCTIONS Sq.Ft.
Two regulation size training fields will be needed
as part of the complex. One field will be natural
turf, the other astroturf.
Parking must be provided for one hundred (100)
vehicles. Players parking should be separate from
visitor and staff.
For deliveries and servicing of the building.
-Mechanical Facilities 416
PRELIMINARY COST ANALYSIS
Item Area Total Cost
Demolition 24,964 68,651
Renovation 24,964 $1,373,020
Add on Cost
Fire stairs 320 48,000
Additional work in
Public School No. 3 2,696 110,131
Dormitory 17,300 749,090
PRELIMINARY COST ANALYSIS (cont'd.)
Parking Area 38,560
Concrete Walkways 5,175
18% inflation factor for 18-month duration of
the project gives a grand total of:
SQUARE FOOT TOTALS
Parking and Walkways
Building Cost per sq.ft.
Parking and Walkways
HEALTH AND RACQUETBALL
KEITH E. SOTO
East Jacksonville Public School Number Three is located in a minority residential
area of downtown Jacksonville which is currently experiencing a steady decline in popu-
lation. This part of the city is adjacent to the expanding Gatorbowl and Colisseum
sports complex which is changing the areas socio-economic character. Because of the
presence of these sports facilities this area is in transition from predominantly resi-
dential in nature to that of the more transitory sports/recreation/entertainment
functions. It would be unfeasible to work against this tendency, especially in light
of the current trend of voluntary residential relocation. This is leaving many sites
available for alternate development, which the city of Jacksonville now envisions as
suitable for some form of sports complex related activities. This, combined with the
areas close proximity to the downtown central business district makes the location of
East Jacksonville Public School Number Three a prime candidate for re-use in a function
which could tie the sports complex and the central business district together.
One function which could be considered extremely compatible with the current trend
of this area would be one which relates to physical activity/movement or entertainment.
In the United States today there has been a great resurgence of interest in physical
fitness along with the sports racquetball and tennis. This is true not only for house-
wives and students, who have traditionally had the leisure time available in which to
pursue such interests, but also for the new breed of business executives who have found
that an improved physical condition also improves their business senses. Many companies
now find it good practice to encourage their executives to change their sedentary habits
in order to increase their morale, productivity and overall health; thus the cost of
a health club to the company is much less than the cost of lost time due to employee
illness and indifference.
The East Jacksonville Public School Number Three is in the enviable position of
being located in an area which has the potential of cater to not only the sports and
recreation patrons of the Gatorbowl/Colisseum complex but also to the central business
district executive who wishes to release his physical and emotional tensions after a long,
hard days work. A health club/racquetball facility would achieve this aim by providing
the sports patron and busy executive an opportunity to relax and exercise in one con-
venient, central location. This health club/racquetball complex, and its related
facilities, would require enough space to fully utilize the existing structure of Public
School Number Three in addition to utilizing a new structure connected with the old
This facility shall include not only a health club with its emphasis on physical
fitness but also a recreation complex made up of racquetball facilities and a swimming
pool which caters to members only. This program also includes a small, club related
restaurant and bar and a pro shop which will carry a variety of athletic and sports
Membership shall consist of 1,000-1,500 members depending on local economic
A. Racquetball Related
1. 8 racquetball courts with galleries
2. Office for two trainers/coaches
3. Equipment Rental Area
(racquets, balls, etc.)
B. Swimming Related
1. 25 M olympic sized pool
2. Swim lockers and changing area
3. Office for two swim coaches and equipment
8 @ 1125 sq.ft. ea.
C. Gymnasium Related
1. Gymnasium workout room containing:
1 universal gym
4 bicycle machines
2 rowing machines
2 weight lifting stations
2 back boards
D. Complex Related Functions
a. Locker room (800-1000 lockers)
b. Dressing Area 80-90 dressing l
c. Showers (seven stalls)
e. Steam room
g. Massage room with 2 stations
a. Locker room (400-500 lockers)
b. Dressing Area (40-50 dressing
c. Showers (5-7 stalls)
Required Spaces Square Footages
2. Women (cont'd.)
e. Steam Room 80
f. Whirpool 65
g. Massage room with 2 stations 100
3. Office for complex manager 150
4. Office for two technicians 150
5. Office for reception/locker distribution/ 200
6. Conference/display area 300
E. Auxiliary Spaces
1. Eating facilities
a. Restaurant Dining Room
w/view of courts and pool (80 person capacity) 1,000
b. Kitchen/clean-up 900
c. Bar/Lounge (table and bar service 40 persons) 700
d. Vending lounge for court areas 600
seating and vending machines
2. Pro-Shop: number and size of spaces are variable
according to need. One or two shops divided
among five spaces have been provided for. 3,500
3. General Storage as necessary
4. Janitorial Rooms as necessary
1; F1 p^tri-I7/' A r -> r-i^~->-I- '--- -- I
There are some functions in this health club program that do not adapt themselves
easily to the structure of the old schoohouse. To put racquetball courts in the building
would not only be structurally difficult but also highly incompatible with the spirit of
this fine old structure. Therefore, the extremely active functions such as the racquet-
ball courts, gymnasium and, of course, the 25 metre swimming pool must be housed in a
separate structure. The graceful character of the old building seems ideally suited
to the support functions of this complex such as the shower/sauna/steam areas, locker
areas, central administration, restaurant, and pro-shop area.
Because of its proximity to public access the ground floor of Public School Number
Three shall be reserved for more public functions. Here will be located the pro-shops
in the former classrooms and the restaurant in the former auditorium. These spaces will
be totally open to the public yet have either a physical separation or controlled access
to the private club spaces. Thus, even non-members of this health club can have some
use of the building. It is debatable whether or not the pro-shops and restaurant will
have sufficient appeal to draw the non club member to the area, however, the shops and
restaurant can be of such a caliber that some non health club patrons will be enticed
to use this complex. Of course, the health club members will often use these facilities.
The control center of the health club proper shall be located on the second floor
of Public School Number Three where it is out of both public view and circulation. Here
the central administration shall be contained along with the locker rooms, showers,
saunas, steamrooms, and whirpools. It will be from this location on the second floor
that the health club patron shall have direct access to the racquetball, gymnasium
and swimming facilities of the new structure.
Through the use of Public School Number Three for the health club support facili-
ties the old structure actually will become the backdrop for the new facility which
contains the actual sports related functions. The new structure will become an addi-
tion to the school house which, through the use of a vernacular shcool gymnasium form,
merges integrally with the old building while maintaining an identity of its own.
PRELIMINARY COST ESTIMATE
1. Demolition of two classrooms and
gutting of interior @ $3 sq.ft.
Total Cost of Demolition:
1. Fire stairs (new construction) @$175 sq.ft.
2. Elevator (new construction)
3. Restaurant/bar @ $50 sq.ft.
4. Retail shops @ $25 sq.ft.
5. General Health Club construction @$40 sq.ft.
6. Specialized health club construction
(showers, saunas, whirpools, etc.)
Total Cost of Renovations:
1. Racquetball courts @$40 sq.ft.
2. Pool @$58 sq.ft.
3. Offices/lounge/gymnasium @$40 sq.ft.
4. Large Atrium enclosure @$20 sq.ft.
Total Cost of New Construction:
1. Building Demolition for new construction
and parking @$15 sq.ft.
2. Parking construction @$.50 sq.ft.
3. Concrete walks @$1.50 sq.ft.
Total Cost of Site Work:
TOTAL PROJECT COST
1. Simple inflation multiplier of 18% per
year for 1.5 years
TOTAL ADJUSTED COST OF CONSTRUCTION
MICHAEL J. JOHNSON
Public School No. 3 has been abandoned since 1973. It is located near the Gator
Bowl complex in an area which was the focal point for riots in the 1960's. Although
accessibility is excellent the reputation of the locality has been a deterrent in en-
couraging commerce into the area. In order to stimulate the growth of commerce it
is necessary to establish a business district starting with self-sufficient operations,
such as small industry, which already exists in a scattered fashion among abandoned
commercial buildings in the neighborhood.
Designed by Klutho in the early 1900's, after the fire, Public School No. 3
not only possesses excellent accessibility but also visibility from Alt. U.S. I and
U.S. 90. A dominant characteristic of the building is its massive scale. With 12
foot high ceilings throughout an industrial task could be housed within the structure
with minimal change. To best exemplify this the manufacturing of sailboats will be
used as a vehicle.
Although the old school does not possess any historical value, it does reflect
the architectural style of that period. Symmetrical in plan, it consists of a central
body flanked by two wings, one to either side. Decoration consists of masonry relief
bands surrounding window openings and the base of the building, one central porch,
two wing porches and several terra cotta brackets flanking the eaves above at the
exterior. Inside there still exists some rather unique column capitals. All of
these features should be respected in the adaptive use plan of the building.
SAILBOAT MANUFACTURING REQUIREMENTS
The process of sailboat construction is done in two major steps. The first in-
volves the creation of the fiberglass shell and the second is the construction of the
structural frame and, whenever desired, cabin within the shell. The formation of
the shell is done in a mold where the fiberglass resin is sprayed or brushed over
cloth and allowed to dry. Each boat has a hull and deck mold. The structural frame
which can be steel or wood or a combination of both is installed within the hull.
The cabin is constructed next with the sealing of the deck mold to the hull and frame
as the final step of construction. Touch-up work and polishing is all that remains
before the boat is ready for the water. All exterior painting is done as a pigment
additive to the fiberglass while being applied to the mold.
Public School No. 3 is a two-story building with a central body flanked by two
symmetrical wings. The customer lounge and display will be located on the first floor
of the central body since the main entrance is there. Administrative offices will be
located above this on the second floor. These two spaces will be the only air-conditioned
spaces in the facility. Within these spaces all original column capitals and
one of the stairwells shall be restored to their original state. Structural changes
need only be minimal with the partial removal of some of the interior walls and one
of the stairwells. An infill floor will be required in place of the absent stairwell.
The remainder of the building will house the industrial process of sailboat manufacturing.
In each of the wings of the building are classrooms located along the north and
south elevations. The north side rooms are larger and removal of dividing interior
partitions is a simple process which requires no structural modification. By gutting
each of these rooms four large spaces, one per floor per wing, are created. The rooms
on the first floor will house the molds for the larger boats (25', 23', 21' and 19')
while one of the rooms on the second floor houses the smaller ones (16', 14' and 12')
and the other the carpentry shop.
Dividing the two wings on the south side, and directly south of the central body
is an auditorium with a ceiling height of 25'. This room shall be used as the main
assembly room for the larger boats. The fiberglass shells and structural and cabin
elements are transported into this room and assembled in one of the five assembly
bays. The boats and/or shells are supported from above on a rolling-winch monorail
system. The assembly bays are flanked on either side by transport bays which facilitate
both floors. The monorail system extends through the assembly room out into the boat
yard where the boats are finally washed and polished. The monorail/winch system is
also used to overcome the difference in height between the assembly room floor and the
boat yard surface at grade elevation. Outside, the monorail system is covered by an
aluminum roof and is separated from the inside by rolling aluminum doors. Once again,
the column capitals inside the auditorium shall be restored. The structural changes
are minor. The stage area must be removed for one of the transport bays and some
of the exterior infill walls on the south-side shall be removed where the monorail
The smaller classrooms within the building along the south side will house bulk
and shelf storage as well as an employee lounge and restrooms. The only code requirement
necessary to bring the building up to regulation safety standards are two fire stairs
and exits which will be located at the end of both wings.
Since the majority of the manufacturing process can be housed within the old
school, additional construction will be minimal. Security and control of the boat-
yard as well as boat storage and a delivery bay are the only necessary additions.
Due to the massive scale of the school, all additions should respond accordingly.
In order to control and secure the activities in the boat yard an enclosure is
required. Since ordinary fence fabric doesn't meet the scale requirements of the
old school, an exaggeration is necessary. With the use of a five foot deep tie beam
supported 24 feet above grade by 12" or 8" pipe columns the fence fabric can be used
as an infill and respond to the scale of the existing structure. The tie beam might
also be used as a linking element for future expansion.
The boat storage shall be located along the western portion of the boatyard,
with maximum exposure to Florida Avenue, the busiest of the streets bordering the
site, It is incorporated into the fence structure utilizing the tie beam as a means
of supporting the roof. The north and south walls are masonry while the west enclosure
is glass, providing a visual display of the boats. The east side is left open to the
boatyard. Inside an "I" beam frame similar to the "I" beam construction of the mono-
rail is used to support the boats in storage.
Between the old school and boat storage is mast storage and the delivery bay.
Housed within the bay is a hydraulic lift for access to the second floor and a ramp
which facilitates the height change between the first floor and grade elevation.
In order to respect the geometry of the old school building any new construction
shall fall short of tying into the original structure. This separation shall be
bridged above with a skylight.
Site development shall include parking for thirty cars, a delivery entrance
and a sailboat loading entrance. Parking shall be divided into two areas. One at
street side parallel to the north facade (main entrance) and the other a parking lot
for eighteen cars between Florida Avenue and the boat storage addition. This will allow
for observation from a car at a closer view than from this street and encourage parking
and getting out for a more detailed examination. Between the parking lot and storage
shall be a patio to insure passerbys that their visit is welcomed.
BUILDING AREAS AND COST ESTIMATION
*Although the cost of renovation for Public School No. 3 is equal to or may exceed the
cost for a new replacement structure, replacement at the same quality would be virtually
DESIGN CENTER SOUTH
DESIGN CENTER SOUTH
A designer's interior furnishings retail company, which operates nationwide,
has decided to locate a facility in Jacksonville. Their research has convinced them
of the vitality and growth potential of this urban area. Its strategic geographic
location is well suited to facilitate the transport of their merchandise, a good deal
of which is imported. The facility which they desire would accommodate regional offices,
warehouse and shipping, as well as a retail center for the Jacksonville market.
The company's administration is aware of the skyrocketing cost of new con-
struction, and in their search for a building site is exploring the possibility of
adapting an existing structure to their needs. They have become interested in the
former Jacksonville Public School No. 3, due to its proximity to the port; its easy
access from a major expressway and high visibility, and because of the amount of open
land around it. Convinced of the viability of this approach, they have commissioned
a building design which will meet their needs.
The facility envisioned will function simultaneously as a display showroom,
operations center for regional activities including management, buying, shipping,
and importing, and will house studio space for design services.
SPACE AND FUNCTIONAL NEEDS
Display 15,000 sq.ft. (net)
This is to be the primary function of the facility, and should be the purpose
which the community will perceive. It is the desire of the owners that the building
convey a strong image. Various types of merchandise will be displayed, including home
and office furniture, floor and wall coverings, lighting fixtures, and selected works
of art. Flexibility is desirable in this space (spaces), as exhibits will be changed
Sufficient circulation should be provided to allow easy movement and leisurely
perusal of the displays.
Information/staff area 150 sq.ft.
Sales Manager Office 150 sq.ft.
Assistant Sales Manager 100 sq.ft.
Closing Room (2) 100 sq.ft.
Sample/catalog area 100 sq.ft.
A staff of 5-10 sales persons, an assistant manager, and a manager will be responsi-
ble for customer assistance in examination of merchandise and sales arrangements.
The information/staff area will be an orientation point for customers. It should
station for sales staff, it should provide for some seating and desk space.
The closing rooms are semi-private spaces where customers and sales staff may
conclude selections and arrangements.
The manager and assistant manager are responsible for sales operations, and
should have semi-private and separate offices.
A sample and catalog area should provide seating for customer inspection.
There should be adjacency between major displays and all sales spaces, and
an easy flow between all of these spaces.
The office aspect will be the secondary function of the building, and should
be on the second floor. There should be a separate entrance for staff and business
which bypasses the display area.
The secretary/reception area will control access to the office area, and the
switchboard will be located here. Space for two secretary/receptionists.
The general office area should provide space for approximately 20 clerical
type spaces initially, with sufficient space to allow infill growth at a later
The office manager will require a semi-private space adjacent and accessible
to office area.
The executive suite should be central to the office area but discreet within
it. The executive functions are for corporate level buying and market strategies.
The executive secretaries will control access to this area; a comfortable waiting
space should be provided.
The duplication/mail room will contain office machinery and should be easily
accessible and central.
Design offices should provide a drafting/work station, each station con-
taining two 3'x7' tables. Reference material storage should be provided. There
should be acoustical separation from general offices, and should be accessible to
The staff lounge should provide kitchenette and tables for eating, and casual
seating. A bathroom should be adjacent.
Dock as needed
Storage 5,000 sq.ft.
Shipping office 200 sq.ft.
The dock should provide for the loading/unloading of trucks, and should accomo-
ate a tractor with a 30'-40' trailer. Three bays are desired, and there should be
room for a small forklift to operate. Provision for trash removal.
The storage should be easily accessible to the forklift and other equipment for
movement of bulky items. A clear ceiling height of 12' is desirable. Where second
level storage is utilized, a freight lift should be provided.
The shipping office should provide space for a shipping manager and clerk,
plus record storage.
Circulation stairs, emergency exits as necessary, elevator movement and
circulation is important to display areas and should be generous.
Toilets for the use of staff and customers; on each floor and in storage/
Mechanical controlled atmosphere is important. Spaces should be acoustically
isolated from major spaces. Telephone switching, electrical panels, heating, cooling,
Janitorial/storage 150 sq.ft. Maintenance of the building cleaning, supply
storage and sinks.
Parking employee and customer spaces. Provide from 50-75 spaces.
An examination of the building has shown it to be sufficiently sound to accommodate
the desired functions, but considerable new construction is necessary to meet the program.
The existing building can accommodate office functions and some display. New construc-
tion will be necessary for dock and storage space and to expand display capability.
The existing building possesses a strong symmetrical order which would be both
difficult and self defeating, in terms of providing a strong image, to deny. This
order provides the basis for the organization of the new function within the existing
structure and an ordering criteria for new construction.
The concept is basically very simple. An extension of the transverse (N-S axis)
of the building greatly expands the auditorium space of the school, which becomes a
very large, open centralized display space. This space is exposed through glass walls
and framed by light steel members, which are in juxtaposition to the masonry mass of
Klutho's building. This mass is echoed in the warehouse addition which buttresses
the extended display area on the south and is of masonry construction with a steel
In the original building, display spaces are created in former classroom spaces
on the first floor. All partition walls are removed and new circulation defining parti-
tions are erected. The major bearing wall to the north of the corridor is replaced by
a series of columns carrying a girder; this is repeated on the second floor.
Client entry is through the original, axial, northern porch, which is extended
to penetrate into the volume of the building. The original stairs are removed and
floored over; vertical circulation for the customer is in the major display space
only, through a series of partial level changes or an elevator.
Staff entry is off axis, in the southwestern quadrant of the building. This
entry also penetrates the volume of the building; here with a landscaped entry court.
The creation of this court and entrance requires the removal of a portion of the
floor of what were formerly the outdoor classroom spaces. The staff entry opens
directly to the sales staff area; the major display space, and a new stair leading
up to the offices.
The second floor is devoted to office space, which is located in the northern
half of the structure. Open plan offices are used for flexibility in planning and
the executive office suite is located centrally on the second floor, within discrete
Mechanical rooms and toilets are located in the southeast quadrant of the original
building for maximum acoustical isolation.
The glass extension is flanked on either side by large landscaped area, which
act as a foil between inside and outside, and further enrich the void between the
two masonry masses. Within this display area, a series of platforms rises, counter
clockwise, 1/4 level at a time, around the space, which is open and skylit in the
center, and overlooked by balcony from the office wing.
Delivery and service access is from the south, through the warehouse addition.
It includes a mechanical room to service the new construction, as well as a main
janitorial space. A large door opens into the display area for easy movement of
On site parking is provided for employees, approximately 20 spaces, adjacent
to the staff entrance and Florida Avenue. Customer parking is provided in the
lot to the north of the site, to be cleared and leased by the city for this purpose.
The layout of the customer lot continues the symmetrical organization, emphasized
even in the landscape plantings.
Old Total Square Feet = 28,000
New Total Square Feet = 6,613 (warehouse)
1,000 (staff, lounge, entry)
= 16,000 sq.ft.
Although costs in a rehabilitation project of this sort are very hard to predict
due to the uniqueness of the building, a rough estimate was derived by using some
gross costs per square foot. These costs were taken from current cost estimating
guides, and from conversations with an architect familiar with rehabilitation projects.
In this particular case, there were four major categories into which expenses
Demolition which would entail removal of all old finishes; removal of existing
boiler room and other building on the site, and alterations to structure, was cal-
culated on the basis of $3.00/sq.ft.
Gross building area (existing) = 24,000 sq.ft.
$3.00/sq.ft. x 24,000 sq.ft. = $72,000
Renovation Calculated on the basis of $64/sq.ft. which covers costs of high
quality wall, floor and ceiling finishes, completely new sash, new plumbing and
Added to the cost for renovations would be the expense of two hydraulic
elevators at approximately $35,000:
2 x $35,000 = $70,000
new egress stairs @ $150/sq.ft.
2 x $133 sq.ft. x $150/sq.ft. = $40,000
new main stairs at $200/sq.ft.
2 x 312.5 sq.ft. x $200/sq.ft. = $125,000
The new portions in this project are relatively non-complex, and far less
costly than renovations. Costs are based on a national average for building type.
Warehouse $15.10/sq.ft. $1.25/cu.ft.
124,800 cu.ft. x $1.25/cu.ft. = $156,750
65,935 cu.ft. x $1.82/cu.ft. = $120,000
Paving, walks, landscape:
Paving $.50/sq.ft. x 6,000 sq.ft. = $3,000
Walks $1.30/sq.ft. x 3,000 sq.ft. = $3,900
Landscape set as percentage of budget.
for estimated 18 month construction time @ 20% per annum
.20 x $2,160,750
.10 x $2,592,900
THE OLD SCHOOL
DINNER, THEATER, GALLERIES, LUXURY SHOPPING
BRENT M. LANE
ADAPTIVE USE AND ADDITIONS TO PUBLIC SCHOOL NUMBER THREE PROGRAM
Scope and Intent
It is the intent of this program to delineate the opportunities and constraints
presented by the existing property and its immediate surround; to suggest a strategy
for its productive and profitable reuse; to define the underlying issues, philosophy
and approach to this project; and to describe the major space allocations thus required.
The project has been approached from the standpoint of the private investor,
with the assumption that theC ity of Jacksonville can better serve its interests by
selling the building at a nominal price to a developer who can provide the capital
necessary to rehabilitate the property. This will have the effect of putting the property
back into productive use and provide some tax contribution to the City, while re-
ducing the City's exposure to liability concerning the unoccupied building.
No attempt has been made to evaluate the structural integrity of the building
or its conformance to state and local building codes. The primary concern in this case
is with reuse and solution of design problems related to its new use.
Public School Number Three is located approximately one mile northeast of the down-
town area and immediately to the west of the Gator Bowl Complex. This district is
undistinguished in its composition and may be considered a "blighted area" beyond
recovery without the impetus of a major outside investment. At present the only such
force is the City itself, through its efforts to acquire substantial acreage around
the Gator Bowl for sports and recreation purposes; while this is clearly desirable, it
represents an extremely intermittent use and low productivity in the short run, and
does nothing to stimulate compatible commercial and light industrial enterprises in
the area. This combination of underutilization and depressed value make a joint
public/private development within this district an attractive possibility. Further-
more, its proximity to both the central business district and to major transportation
arteries contribute considerably to its potential as an accessible and relatively
On the other hand, there are a number of constraining factors to consider. Most
available routes from the downtown area are less than satisfactory, and access from
the expressway can be confusing. There is no real linkage with the Gator Bowl
facility, either pedestrian or vehicular. Finally, there is no existing "core" of
related businesses in the area on which additional firms could be attracted.
Strategy and Proposal for Reuse
The strategy and proposal which follow are based upon three assumptions regarding
the current and future state of the building and the area around it.
1) The district is no longer a viable residential area and will ultimately be
enveloped by a large multi-use district composed of, a) the Gator Bowl
complex; b) an industrial/commercial park and; c) A marina and riverfront
2) Public School Number Three is not currently a viable city property (in fact,
jt is a liability) and should therefore be disposed of, in order to avoid
any further cash drain and liability exposure.
3) The building does have some architectural significance to the State and to
the City and should therefore be placed on the National Register of Historic
The most appropriate strategy for the future use of this building and site is
relatively simple. The city should turn the property over to a private investor
either by sealed bids or by negotiation. Included in the transfer should be some pro-
vision for a reduced tax liability for a five-to seven=year period, contingent upon
development of the property, as an additional incentive to the investor. Acceptance
of the building onto the National Register will provide further tax incentives in
the form of rapid amortization of the required capitalization.
Given the expected tax incentives and nominal purchase price, the problem becomes
one of defining an appropriate use for the property. The use of a strong image or
"anchor" is essential to identify and draw customers to the complex. In this case
the restaurant/lounge/night club/dinner theater serves as the basis for a courtyard
shopping complex of luxury and retail establishments. While such a facility might well
be inappropriate in isolation in this district, it is assumed that other commercial and
professional complexes will take advantage of the local tax incentives provided for
development of the district. Thus, "The Old School", being a landmark building and a
retail/entertainment anchor, could indeed begin the district rehabilitation.
The project is proposed in two phases, both to allow investment flexibility and
to delineate the adapture use of the existing building (Phase I) from the new construc-
tion of the addition (Phase II). This also allows for more rapid cost allocation when
estimating project costs.
Approach and Philosophy
There are two major issues involved in the combination of adaptive use and compati-
ble new design. The first is how to retain and interpret sympathetically the distin-
guishing features of the original building while minimizing the compromises implicit in
adapting the building to a new use and functional program. The second is how to add to
the original in an equally sympathetic manner without undue "tension" between old and
new, in terms of scale, texture, fenestration, circulation, details and other related
Public School Number Three is distinguished primarily by its prairie school in-
fluences the porches, belt courses and brow roofs of the north, east and west sides.
The Sullivanesque brackets located under the brow roofs are the only other important
elements. Thus, these elements are all to be retained and restored, the remainder
of the facades will simply be replastered and painted. Original windows will be re-
placed with similarly proportioned bronze anodized aluminum-clad units of thermopane
glass. The original building will alternately appear virtually restored to its original
condition. The interior, however, will be gutted except for structural bearing walls;
new partitions and finishes will be installed as designed. Several structural modi-
fications areplanned in order to accommodate planning of new spaces.
The Phase II addition to the building respects the original building in scale,
proportion and in the way it "touches" the original. It acts as a "garden wall"
around a central courtyard between old and new, and is "attached" to the existing
building only be means of the covered arcades which wrap around the court on both
levels. Thenew is thus respectful of the original by standing away, creating a
"dialogue" and a necessary tension between the two. The porch columns of the original
are the symbolic/common elements, being repeated on the streetside entries to the
addition, as the "entry gateway" to the courtyard, and in the colonnade which wraps
around the inside edge of the addition.
The following section describes and delineates the formal and functional characteris-
tics of all major spaces in the project, their relationships and adjacencies, their gross
areas and any modifications required by the solution (Phase I only).
Key to designations: FCT functional characteristics
FML formal characteristics
REL spatial relationships and adjacencies
MOD modifications to structure (Phase I only)
A. Phase I: Original Building
A-l. First Floor
1. Lobby/Entry 630 square feet
FCT Serves as the primary entrance to the original building. Seating
to left, out of circulation. Cashier's window and office to right.
FML Ceiling open to second floor exposes two luxury shop displays on
either side above, with balcony/landing to "gaslight alley" luxury
shopping in center. Pressed metal ceiling above.
REL Connects to stair/elevator and to main corridor.
MOD Center ceiling removed. Upper side and center walls removed,
2. Office 210 square feet
FCT Serves as restaurant manager's office and cashier's station.
REL Connects with lobby and main corridor.
3. Main Corridor 640 square feet
FCT Serves as primary connecting link from lobby to theater, private
dining and lounge.
FML Pressed metal ceiling down to tops of pilaster capitals. Colon-
nade opening into theater. Panelled doors to lounge and private dining
at both ends.
REL Primary connecting link to all first floor public spaces.
4. Lounge 2,680 square feet
FCT Serves as bar and lounge for facility. Small stage for live enter-
tainment. Seats 80-100 persons. Separate entrance on east side.
FML Quiet and subdued space with wide variety of seating. Cofferred
pressed-metal ceiling with indirect lighting. Hanging plants, panelled
REL Connects with main corridor. Adjacent to public restrooms.
MOD Remove two 12' sections of bearing wall; place beams to carry
5. Dinner Theater 2,660 square feet
FCT Serves as evening dinner theater seating 100-120 persons. Can
also be used as night club with live entertainment on stage.
FML Lattice trusses exposed above; lighting, ductwork and silk banners
penetrate and hang from trusses. Rear half of seating raised 14".
REL Connects with main corridor, kitchen and lunch dining terrace.
MOD Remove existing dropped ceiling. Install lighting and ductwork
6. Kitchen 1,530 square feet (Phase I)
FCT Serves 100-120 full course dinners for theater; with Phase II,
serve 200-220 lunch meals.
REL Connects with theater and lunch dining terrace (Phase II).
Service entry on west side.
MOD Remove three 26' partitions. Install equipment
7. Private Dining 800 square feet
FCT Serves as private party and banquet dining room. Seats 40-60
FML Dropped tofferred ceiling; panelled wainscoting.
REL Connects with private and main corridors and with kitchen.
8. Conference Dining 800 square feet
FCT Serves as business luncheon and dinner dining or as banquet
dining. Seats 20-40 persons. Waiter's station.
9. Public Elevator and Stair 210 square feet
FCT Connects first floor lobby with "gaslight alley" luxury shopping
on second floor.
10. Public Rest Rooms 300 square feet
11. Stage 430 square feet
12. Prop Storage and Assembly 930 square feet
13. Theater Dressing 490 square feet
14. Service Entrance 420 square feet
15. West Corridor 700 square feet
Gross Area 14,130 Square Feet
Net Assignable 10,530 Square Feet
A-2. Second Floor
1. Second Floor Landing and Balcony 190 square feet
FCT Serves as landing/waiting area for elevator and stair.
FML Adjacent to balconies of luxury shops on sides. Overlooks lobby
REL Connects with "gaslight alley" and vertical circulation.
MOD Install hydraulic elevator in place of east stair.
2. "Gaslight Alley" Corridor 2,020 square feet
FCT Runs entire length of second level. Links all shops and provides
egress;by public stair and through exterior courts to Phase II complex.
FML Pressed metal ceiling to tops of pilaster capitals. Gas lights
on high sidewalls. Panelled wainscoting both side walls. Wooden
signage for luxury shops. Display windows flush in walls. Open
windows overlooking theater.
REL Primary connecting link of second level ties all spaces and
means of egress.
MOD Install ceiling, gas lights, signs, display windows. Open windows
3. Luxury Shops (5) 5,650 square feet
FCT Provide retail shopping spaces for items such as rare books,
oriental carpets, prints, leather goods, etc.
FML Cofferred pressed-metal ceilings, track lighting on perimeters,
MOD Remove partitions, install double doors. Build office and
4. Service Elevator 90 square feet
5. Public Elevator and Stairs 210 square feet
6. Exterior Courts 960 square feet
SECOND FLOOR: Phase I:
Gross Area 10,660 Square Feet 24,790 Square Feet
Net Assignable 5,650 Square Feet 16,180 Square Feet
B. Phase II
B-1. First Floor
1. Retail Shops (13) 18,400 square feet
FCT Provide retail shopping facilities with the potential for use as
commercial/professional rental. The larger spaces can be easily adapted
for use as restaurants.
FML Shops are entered from open-air arcade. Display windows all fron-
tage. High band awning windows to outside. Dropped acoustic ceiling.
REL All shops work off of arcade and are oriented onto courtyard.
Second floor arcade leads to exterior courts as transition into old
2. Lunch Dining Terrace 2,530 square feet
FCT Serve as casual dining space for lunch menu. Seating for 100-
FML Glass-enclosed two-story space overlooking courtyard. Canvas
awnings provide sun control and diffuse light.
REL Connects with theater to north. courtyard and arcades on both
3. Kitchen Addition 450 square feet
4. Public Elevator 200 square feet
5. Public Stairs 800 square feet
6. Service Elevators 600 square feet
7. Arcade Corridor (second level) 3,100 square feet
Gross Area 26,680 Square Feet
Net Assignable 21,380 Square Feet
Preliminary Cost Estimates
Fees, permits and contingencies
Structural and Floors
Stairs and Elevators
Furnishings and Equipment
Landscaping and Sitework
Cost / sq.ft.
Fees, permits and contingencies
Foundations and Structural
Stairs and Elevators
Cost / sq.ft.
Total Cost at March 1, 1980
(Phase I plus Phase II)
Total Cost for 18-month construction
period, 20% annual inflation factor:
Total Adjusted Cost Discounted to present value, 13.5% mortgage:
OLYMPIC VILLAGE CENTER
DIANE M. GIGON
ADAPTIVE USE PROPOSAL FOR JACKSONVILLE PUBLIC SCHOOL NUMBER THREE:
"OLYMPIC VILLAGE CENTER"
The purpose of this project is to rehabilitate an historically and architecturally
significant building as well as to revitalize a blighted portion of the City of
The project site, near the Jacksonville Coliseum, has been proposed to be used
for an Olympic Village. This idea becomes a premise for the feasibility of an "Olympic
Village Center". The center will be used by the athletes living in housing surrounding
the site as well as the general public. The solution, which involves the adaptive use
of the existing Public School Number Three and the compatible design of an addition to
it, will offer business and social activity. The center will become a place to go, a
place to gather, day or night.
The existing building will be modified to contain 10 retail shops, a bar, and
an exhibition space. The existing two story structure, with its spacial division, will
adapt well to these uses. The former classroom spaces will be used for retail shops and
the bar, and the former auditorium space will be used for exhibition. The addition
building will contain office space, two shops, and a restaurant.
The addition will repeat the existing building mass and attach to it in a way that
a courtyard will be created. The raised court, level with the floor of the existing
building, will command a ceremonial approach upward on a major axis. Perpendicular
to this axis will be the main entrance and exhibition space. From this point the
building will allow a continuous pedestrian flow with places to pause. The addition
will complete the rear facade of the existing building which presently appears unfinished.
The straight horizontal lines in the existing building, typical of the style
of Prairie School Architects, will be complimented in the addition. Cantilevered
horizontal forms will be used at the entrances and at the roof addition over what was
previously Public School Number Three's open air classroom space. Columns carrying the
existing cantilevered entrance roofs will be repeated but in a larger scale enclosing
the courtyard. The water line base will also be continued from the existing building
to the addition.
The courtyard, surrounding the existing oak tree, will have random informal
seating. Fountains and landscaping will enhance the outdoor eating space of the
restaurant. Off-site parking will be provided at the adjacent block to the east of
Retail Shops -- (12) 10,410 sq.ft.
function: they will cater to the shopping needs of the athletes and the general
public and will be a source of income for the City.
content: they will provide sportswear and equipment, convenience items as found
in drug stores, and bicycle or roller skate rental in keeping with the
relationship: the shops will be positioned so that a two story mall will be
created, connecting the existing building with the addition.
Bar -- 1,932 sq.ft.
function: it will provide entertainment and a place to socialize during the day
and at night.
content: in addition to the bar seating, informal seating arrangements will
focus on an entertainment platform for live bands or solo performers.
Movies will also be scheduled. Food selection will be limited to
relationship: the bar, with the restaurant, will be a focal point at night after
the offices and shops close. They will keep the center alive as visitors
will be able to windowshop between these two points.
Exhibition -- 1,723 sq.ft.
content: this space will be used by the shop owners for exhibition of merchandise
or for exhibits by athletes.
relationship: this space will serve as the major entrance for the shopping area
and will be open to the second floor above.
Restaurant -- 7,884 sq.ft.
function: it will provide a broad selection of dining experiences and a place to
socialize day or night.
content: the restaurant will contain indoor seating facilities for 150 persons
and outdoor seating for 50 persons. There will be an outdoor bar and
a bakery at the entrance.
relationship: the variety of seating arrangements will afford different views
from serene plantings and fountains to the activity of pedestrian
movement in and out of the center.
Offices -- 6,678 sq.ft.
function: the offices will be leased by professionals or used by the athletes
for meeting rooms.
content: the flexibility of the open office plan will allow the spaces to be
divided as needed.
Demolition Cost $3/sq.ft.
(3) stairs @ $250/sq.ft. floor
(2) fire stairs @ $150/sq.ft./floor
Renovation Costs $35/sq.ft.
New Construction $40/sq.ft.
Site Deck Work $25/sq.ft.
Landscape Work 2%
First Year @ 20% inflation
1/2 year @ 10% inflation