Educational Master PlanFebruary 11, 2013

Project Timeline

May 2012 Initial meetings and on-site interviews; conduct external and internal environmental scans; request current 320 reports

July Additional on-site interviews; continue work on environmental scans

August Draft of campus-wide on-line survey, develop draft of internal and external scans; review of Instructional Planning Reports, Planning documents, Accreditation; request data from Planning and Research Office

September Launch campus-wide on-line EMP survey; outreach/ survey of college community; develop baseline curriculum report that reflects current WSCH values by discipline or program, by instructional divisions

October Draft survey summary section for EMP; create a WSCH generated forecast for each discipline/ program; on-site meetings with Deans regarding data

November Draft Baseline and Future Program of Instruction sections; quantify the academic space needs in assignable square feet (ASF); quantify total space needs for college; draft future space needs section

December Post draft on-line; comments period begins

January 2013 College review of draft EMP continued

February Presentation of updated draft at Flex Day; additional comments from Planning Council; present to Board for approval.

MAAS Process and Approach• Meetings with College leadership teams• Information gathering: face-to face interviews

with groups and individuals, committee meetings, web-based online surveys, email exchange, phone interviews

• Website posting progress reports• Use of numerous data sources to assist in

projecting future growth, i.e. Cabrillo College PRO, CCC Data Mart, ESRI, Bureau of Labor Statistics, California Department of Finance

• Maas Companies proprietary growth and space forecasting modeling system

Educational Master Plan Overview• Purpose / Background• Outreach/Survey• External Scan• Internal Scan• Student Services• Baseline Program of Instruction• Future Program of Instruction• Determination of Future Space Needs• Recommendations

Purpose of Educational Master Plan• Provides important data sets and the foundation that will assist

in projecting the future needs of the college• Demonstrates one component of implementation of the

Cabrillo College Strategic Master Plan • Intended to be a dynamic document that should be flexible

enough to adjust to changes in economic trends, academic standards of measures, and accountability

• Serves as an additional reference point to guide discussions and inform the on-going planning and decision-making process

• The plan and recommendations are to be reviewed on a regular basis in concert with the college’s identified goals and objectives

• Implementation of recommendations to be evaluated and determined by the college.

Outreach/Survey• College Stakeholders – Board of Trustees,

Students, Faculty, Staff, Administration, and Community

• Face-to-face interviews with individuals and groups

• Electronic Survey to campus community• Electronic Survey directed to Community – College

Foundation, Local Business Community• Telephone follow-up• Blog• College Forum

External Environmental Scan• Includes international, national, regional, and local

effects, as well as eLearning that will have an impact on the future direction of the college. A specific focus of the Watsonville service area was also included in the scan.

• External environment will continue to impact the college’s budget planning & decision-making process

• Severe Budget Cuts since 2008• Projected Annual Growth Rate (By Service Area) Through 2016

• Cabrillo-0.02%, Watsonville-0.18%, Scotts Valley- 0.41%, • State 0.66%

• Watsonville Service area – higher % younger people than Cabrillo Service area

• E-Learning Impact• Recent emphasis from the State/Governor• Growth of hybrid, web facilitated courses, and MOOCS

Internal Environmental Scan• The internal scan examines the characteristics of the

students who attend Cabrillo College.

• Overall, steady decline in enrollments from fall 2008 to fall 2011

• Percentage of high school grads at Cabrillo College – anticipated to continue at flat rate of 50%

• Student population for fall 2007 – fall 2011:• White Non-Hispanic has decreased • Hispanic has shown growth

• Over 70% of student population enrolled in day classes – fall 2011

• Cabrillo College had consistently higher retention and success rates than system-wide rates for fall 2007 – fall 2011

• Student Survey – Academic Programs ranked #1 strength• Employee Survey – biggest strength is the people who work at

Cabrillo• Interview Summary – extensive insight from participants

Student Services• Student Services commitment to addressing

students’ needs as well as the requirements in delivery of services

• On-going development and utilization of technology to streamline access to students while being cognizant of students’ high-touch/low-touch needs

• Configuration of current space

Baseline Program of Instruction• Fall 2010 as baseline• Data analyzed in the following entities:

• Aptos, Scotts Valley and other off-site courses• Watsonville Center• Distance Education

• Distance Education generating the highest WSCH per section• College’s decision how to capitalize on this efficiency,

based on many factors

Future Program of Instruction• Determines College’s Capacity to Grow

• Zip codes, demographic/population data, high school graduates, historical WSCH trends, external considerations

• Slower rate of growth for all three entities through 2015, then faster growth through 2025

• Distance Education showing faster rate of growth than other two entities

• Projections not intended to dictate curricular content – college’s decision what courses to offer

• When you reach a specific amount of WSCH, designated facilities are in place to meet the demands of Program of Instruction and Support Services

Determination of Future Space Needs• All space planning data is determined by the

program of instruction

• Qualifications for space based on WSCH (Weekly Student Contact Hours)• Doesn’t matter what year college actually reaches

designated WSCH

• Relied on college’s 2012-13 Space Inventory filed with the State Chancellor’s Office for current space holdings

• Essential that the college confirms the space in each category

Room Use 2012 - 13 2025 Title 5 2025 SpaceCategory Description Space Inventory Space Allowances Needs

0 Inactive 55,537 0 0100 Classroom 44,180 48,551 4,371

210-230 Laboratory 111,891 118,810 6,919235-255 Non Class Laboratory 1,011 1,526 515

300 Offi ce/Conference 65,940 51,603 0400 Library 47,636 46,955 0

510-515 Armory/Armory Service 0 0 0520-525 Phys Ed (Indoor) 41,221 35,000 0530-535 (AV/TV) 115 13,463 13,348540-555 Clinic/Demonstration 2,720 6,427 3,707

580 Greenhouse 16,439 0 0590 Other 0 0 0

610-625 Assembly/Exhibition 39,731 16,067 0630-635 Food Service 13,318 9,640 0650-655 Lounge/Lounge Service 4,714 3,575 0660-665 Merchandizing 11,071 12,265 1,194670-690 Meeting /Recreation 21,151 5,350 0710-715 Data Processing/Comp 6,290 5,000 0720-770 Physical Plant 29,912 18,715 0

800 Health Services 918 1,200 282Totals 513,795 394,147 30,336

Cabrillo College Space Needs Forecast

Watsonville Center Space Needs Forecast

Room Use 2012 - 2013 2025 Title 5 2025 SpaceCategory Description Space Inventory Space Allowances Needs

0 Inactive 0 0 0100 Classroom 9,846 8,400 0

210-230 Laboratory 17,390 13,186 0235-255 Non Class Laboratory 1,188 303 0

300 Office/Conference 4,948 7,311 2,363400 Library 3,711 8,750 5,039

510-515 Armory/Armory Service 0 0 0520-525 Phys Ed (Indoor) 1,396 4,400 3,004530-535 (AV/TV) 0 1,500 1,500540-555 Clinic/Demonstration 0 1,276 1,276

580 Greenhouse 0 0 0590 Other 0 0 0

610-625 Assembly/Exhibition 3,731 3,189 0630-635 Food Service 0 850 850650-655 Lounge/Lounge Service 0 516 516660-665 Merchandizing 490 800 310670-690 Meeting /Recreation 271 1,062 791710-715 Data Processing/Comp 0 375 375720-770 Physical Plant 0 2,200 2,200

800 Health Services 207 400 193Totals 43,178 54,518 18,417

Recommendations• Sustaining Projections for

Growth• Strategy for Growth• Distance Education• Long Term Plan for Scotts Valley

• Student Services• Use of “E-Services”• Configuration of Space• Student Success Act

• Commitment to the Core Academic Programs• Program Reduction &

Discontinuance Matrix• Long-term needs of CORE

Academic Programs & CTE• Title V Hispanic-Serving

Institution Grant (Student Success)

• Watsonville Center• Shorter Term Course

Offerings

• Integrated Planning• Alignment of all plans with

College’s Mission and Priorities

• Facility Considerations• Update Room Use Coding• Repurposing of Existing

Space

• Operational Efficiency• State Standards for

Efficiency for WSCH• Determine Appropriate

Resources for Maintenance for Facilities

Next Steps• Final Plan posted and submitted to the Board • Facilities Master Plan process begins

Contact • loriokeefe@maasco.com• jeffkellogg@maasco.com• lindsayking@maasco.com• vangiemeneses@maasco.com

20280 Acacia Street, Suite 220Newport Beach, CA 92660949-679-9439www.maasco.com

Cabrillo College Planning Cycle

MISSION Student success Core 4

PLANNING CYCLE Evaluation Goal setting Resource Distribution Implementation Re-evaluation

GOAL SETTING Written, current institutional plans that describe ways in which the institution will achieve its goals

EVALUATION Program Reviews Assessment of

Programs and SLOs Effectiveness of

Processes, Policies, Organization

RESOURCE DISTRIBUTION Funding priorities

IMPLEMENTATION College Strategic Plan Educational Master Plan Facilities Master Plan Technology Plan Departmental Plans Instructional Program Plans

EVALUATION ELEMENTS Student Achievement:

No. of graduates Retention rates Course completion rates Job placement rates

SLOs:

Development & dissemination of SLOs Samples of student work/performance Summary data on measured SLOs Measurement and analysis of student

attainment of SLOs used as part of evaluation and planning improvement of teaching/learning process as result of analysis

Institutional performance: Presence and effective use of institutional resources, structures, and policies, to achieve educational mission

IMPROVEMENT Ongoing systematic cycle of evaluation: Integrated Planning Implementation Re-evaluation

Appendix B ACCJC Evaluation, Planning & Improvement

Cycles – Synthesized from Guide