1. Educational Master Plan February 4, 2013

2. Jeff Kellogg Lindsay King Vangie Meneses, Ed.D. Lori O’Keefe

3. 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

7. 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. 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. 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. 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. 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 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. 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. 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. 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)

18. Sustaining Projections for Growth Student Services Commitment to the Core Academic Programs Watsonville Center Integrated Planning Facility Considerations Operational Efficiency

19. 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. 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