Educational Master Plan February 4, 2013

1. Educational Master Plan February 4, 2013

2. Introduction Maas Consulting Team • Jeff Kellogg • Lindsay King • Vangie Meneses, Ed.D. • Lori O’Keefe

3. 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

5. Cabrillo College Evaluation, Planning and Improvement Cycle

6. Cabrillo College Planning Cycle

7. 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

8. 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.

9. 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

10. 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

11. 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 • Distance Education Success and Retention Rates • Student Survey – Academic Programs ranked #1 strength • Employee Survey – biggest strength is the people who work at Cabrillo • Interview Summary – extensive insight from participants

12. 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

13. 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 • CVC (California Virtual Campus) funded by CCCCO

14. Future Program of Instruction • 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 • Duplicated enrollment was used due to students taking courses at more than one location • Projections not intended to dictate curricular content – college’s decision what courses to offer

15. 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 • Watsonville Center – Solari Green Technology Center • Awaiting room use data to be included later for purposes of the FMP Predominately laboratory space (~8,000 ASF)

16. Cabrillo College Space Needs Forecast

17. Watsonville Center Space Needs Forecast

18. Recommendations – see pages 75-76 • Sustaining Projections for Growth • Student Services • Commitment to the Core Academic Programs • Watsonville Center • Integrated Planning • Facility Considerations • Operational Efficiency

19. Next Steps • Comments due by Friday and will be reviewed by College Planning Council • Final Plan posted and submitted to the Board • Facilities Master Plan process begins

20. Contact • loriokeefe@maasco.com • jeffkellogg@maasco.com • lindsayking@maasco.com • vangiemeneses@maasco.com 20280 Acacia Street, Suite 220 Newport Beach, CA 92660 949-679-9439 www.maasco.com