TM
June 8, 2015

Cabrillo College Facilities Master Plan
// 2

Cabrillo College Educational Master Plan Update 2015 // Introduction
Beginning in the spring of 2012 the college engaged in the process of developing an Educational and Facility Master Plans. This year-long process included a significant amount of on-campus interviews, data collection and review and vetting of the Plans with college stakeholders. The Plans were approved by the Board of Trustees in June 2013. Shortly after the Plans were approved, near leadership was established at the college. In the spring of 2014, the Board adopted a new Strategic Plan,
“Cabrillo Connects 2014-2019”.
Since the completion of the Master Plans, the college reported enrollment trends that were inconsistent with the potential growth projected during the planning process.
In an effort to align the Master Plans with both the newly adopted Strategic Plan and potentially adjust projections to account for the impact of recent legislative changes, an update to the existing plans began in February 2015.
The following document is intended to accompany the existing 2013 Educational Master Plan and contains updated demographic projections, current and future
Program of Instruction data and analysis, modified space needs qualifications and updated recommendations. This Update, in concert with the existing Educational
Master Plan, provides a foundation for future planning efforts at the college through the year 2025.
// 3

Cabrillo College Educational Master Plan Update 2015 // Major Institutional Changes
Following the completion of the Educational Master Plan in June 2013, the
College engaged in the development of a Strategic Plan, “Cabrillo Connects
2014-2019”. The plan was internally developed and input was received from
Cabrillo employees and the community. The plan was vetted and adopted by the Board of Trustees in June 2014. As part of the strategic planning process, specific priorities have been, and will continue to be, established on an annual basis.
The goals and objectives of the Strategic Plan have been integrated throughout the process of providing an update to the 2013 Educational Master Plan. It is the intention that together, these Plans will guide future planning efforts at the college in the years to come. As part of the Master Plan Update, both qualitative and quantitative data was gathered, reviewed and analyzed.
Recent changes implemented by the state have impacted anticipated enrollment trends at Cabrillo. Legislation regarding the repeatability of courses has caused a decrease in enrollment in many of the life-long learning courses at the college.
Cabrillo is not alone in feeling the impact of this legislative decision. However, given the strong enrollment by the Cabrillo community in these courses, the impact has been notable to the college. In an effort to be responsive to the recent legislation, the current and future Program of Instruction for the college required a review and analysis to provide for more accurate future planning efforts. As part of the EMP Update, these program offerings have been carefully evaluated and recommendations made to ensure Cabrillo continues to provide well balanced program offerings for students, while maintaining a sustainable and viable college for the community overall.
In the 2013 EMP, the data reflected a conservative rate of growth for the Cabrillo campus and a greater capacity for growth for both the Distance Education
Program and the Watsonville Center. Given that overall enrollment has remained nearly consistent at the Cabrillo campus and a decline experienced at the
Watsonville Center and the Scott’s Valley location, a detailed analysis of the
Program of Instruction and changing environmental conditions (both internally and externally) was completed as an essential focus of the EMP Update. The findings of the data review are presented in detail and recommendations for future planning efforts presented in the recommendation section of this Plan.
// 4

Cabrillo College Educational Master Plan Update 2015
As part of the Educational Master Plan Update process a review of both internal and external data was conducted to examine any notable changes that have occurred since the development of the 2013 Plan. Initial discussions with the
District revealed that overall enrollment has been nearly consistent since fall
2012 and that enrollment overall for the District was not growing. Further, at both the Watsonville Center and the Scott’s Valley location, enrollments were experiencing a decrease. It was suggested that potential reasons for the lack of enrollment growth included recent legislation by the state and potentially the impact of the increasing job market. The college reported the need to potentially adjust the projected growth rate to account for these factors and provide a more realistic basis for the Program of Instruction moving forward.
The goals and objectives of the Strategic Plan have been integrated throughout the process of providing an update to the 2013 Educational Master Plan. It is the intention that together these Plans will guide future planning efforts at the college in the years to come. As part of the Educational Master Plan update, both qualitative and quantitative data was gathered, reviewed and analyzed.
Sources of Information utilized in this Update include:
§ ESRI Business Analyst
§ Santa Cruz County High School Graduation Rates
§ On-Campus Interviews
§ Cabrillo Office of Institutional Research
§ Cabrillo College Fact Book
§ “Cabrillo Connects 2014-2019” Strategic Plan
§ California Community Colleges Chancellor’s Office Data Mart
// Environmental Scan
// 5

Cabrillo College Educational Master Plan Update 2015 // Environmental Scan
A reevaluation of the District’s service area was conducted. Data reviewed included a detailed analysis of student enrollment by zip code and campus locations. The data resulted in a slightly adjusted service area. It was found that the majority of students enrolled at the Cabrillo campus were best represented by a service area that extended to Boulder Creek in the north and Watsonville to the south. A 15-mile ring was utilized with those locations being at the far north and south of the ring. This was a slight adjustment from the demographics that were utilized in the 2013 EMP. For that Plan, a 15-mile ring was also utilized; however, the Cabrillo campus was at the center of that 15-mile ring. A reevaluation of enrollment by zip code yielded that there were very few students enrolled at the Cabrillo campus who resided further south than Watsonville.
The updated service area and most recent demographic data reflects a slightly higher rate of growth for the overall service area population. The 2012-2013 data yielded an annual area growth rate of .02%. The 2015 data reflects an annual area growth rate of .74%. The growth rates for both the state and nation for 2015 have been adjusted since 2012 and now project annual growth rates of .77% and .74% respectively.
Cabrillo College Service Area
Population by Age
2014 2019
15%
12%
9%
6%
3%
0%
0-4 5-9 10-14
Source: ESRI Business Analyst
15-19 20-24 25-34 35-44 45-54 55-64 65-74 75-84 85+
Source: ESRI Business Analyst
When the data was evaluated in 2012, the projected annual growth rate for the service area of the Cabrillo campus reported an annual rate that varied somewhat from that of the state and nation (Area .02%, State .66% and Nation .67%).
However, the updated 2015 data shows the projected annual growth for the service area of the Cabrillo campus (.74%) is nearly consistent with the annual rate now projected for the state (.77%) and the nation (.73%).
// 6

Cabrillo College Educational Master Plan Update 2015 // Environmental Scan
In evaluating the population by age for the Cabrillo campus service area, the data reflected a slight decrease in the population less than 25 years old. This is important to note since the age demographic of 20-24 year olds account for the largest student population enrolled at the college. The older population continues to hold steady as the majority. Overall the population is growing at
.74% compared to the state average of .77%.
Population by Age
0 - 4
5 - 9
10 - 14
15 - 19
20 - 24
25 - 34
35 - 44
45 - 54
55 - 64
65 - 74
75 - 84
85+
Race and Ethnicity
White Alone
Black Alone
American Indian Alone
Asian Alone
Pacific Islander Alone
Some Other Race Alone
Two or More Races
Hispanic Origin (Any Race)
Source: ESRI Business Analyst
CABRILLO COLLEGE: 15 MILE SERVICE AREA
Census 2010 2014
Number
15,456
15,673
15,963
22,438
24,656
34,347
Percent
5.70%
5.80%
5.90%
8.30%
9.10%
12.70%
Number
15,195
15,452
15,922
21,502
24,067
38,644
2019
Percent Number
5.50% 15,955
5.60%
5.70%
7.80%
8.70%
14.00%
15,713
16,236
21,386
21,205
42,272
34,308
40,517
37,230
16,735
9,066
4,807
12.70%
14.90%
13.70%
6.20%
3.30%
1.80%
32,509
37,593
39,439
22,313
9,251
5,035
11.70%
13.60%
14.20%
8.10%
3.30%
1.80%
34,402
34,591
39,918
28,889
11,563
5,147
Percent
5.60%
5.50%
5.70%
7.40%
7.40%
14.70%
12.00%
12.00%
13.90%
10.10%
4.00%
1.80%
Census 2010
Number
197,442
Percent
72.80%
2014
Number
197,733
2,817
2,283
11,992
355
1.00%
0.80%
4.40%
0.10%
3,145
2,406
12,579
381
43,637
12,669
85,093
16.10%
4.70%
31.40%
46,786
13,892
91,206
2019
Percent Number
71.40% 200,573
1.10%
0.90%
4.50%
0.10%
16.90%
5.00%
32.90%
3,555
2,538
13,639
406
51,102
15,464
100,424
Percent
69.80%
1.20%
0.90%
4.70%
0.10%
17.80%
5.40%
35.00%
CABRILLO COLLEGE: 15 MILE SERVICE AREA
Summary
Population
Households
Families
Average Household Size
Owner Occupied Housing Units
Renter Occupied Housing Units
Median Age
Census 2010
271,195
97,784
60,194
2.66
56,766
41,018
37.2
2014
276,923
99,246
61,041
2.66
55,851
43,395
37.4
Trends: 2014 - 2019 Annual Rate
Population
Households
Families
Owner HHs
Median Household Income
Households by Income
<$15,000
15000 - 24999
25000 - 34999
35000 - 49999
50000 - 74999
75000 - 99999
100000 - 149999
150000 - 199999
$200,000+
Median Household Income
Average Household Income
Per Capita Income
Source: ESRI Business Analyst
Area
0.74%
0.82%
0.82%
0.68%
3.61%
State
0.77%
0.77%
0.77%
0.63%
3.13%
2014 2019
Number Percent Number Percent
10,663
7,825
8,169
11,878
10.70%
7.90%
8.20%
12.00%
9,811
5,743
6,723
11,723
9.50%
5.60%
6.50%
11.30%
14,857
11,866
16,968
7,570
9,449
15.00%
12.00%
17.10%
7.60%
9.50%
14,469
13,301
18,618
10,099
12,919
14.00%
12.90%
18.00%
9.80%
12.50%
$66,910
$94,908
$34,833
$79,874
$112,290
$41,403
National
0.73%
0.75%
0.66%
0.69%
2.74%
2019
287,278
103,406
63,583
2.66
57,765
45,641
38
// 7

Cabrillo College Educational Master Plan Update 2015
During the reevaluation of the District’s service area utilizing current and past enrollment of students by zip code, the data reflected that the majority of students enrolled at the Watsonville Center were best represented by a service area that extended to Aptos in the north and Moss Landing to the south. A 10mile ring was created with those locations being at the far north and south of the ring. This was an adjustment from the 2012-2013 EMP which used a 5-mile service area mainly including Watsonville only.
The updated service area reflects a higher rate of growth for the overall population. The 2012-2013 data yielded an annual area growth rate of .18%.
The 2015 data reflects an annual area growth rate of .81%. The growth rates for both the state and nation for 2015 have been adjusted since 2012 projecting annual growth rates of .77% and .74% respectively.
In evaluating the population by age for the Watsonville Center service area, the data showed a slight decrease in the population less than 25 years old.
The older population between the ages of 25-64 continues to hold steady as the majority. Overall, the demographics of the population by age have not experienced a notable change since the 2013 EMP.
Watsonville Center Service Area
Population by Age
2014 2019
15%
12%
9%
6%
3%
0%
0-4 5-9 10-14
Source: ESRI Business Analyst
15-19 20-24 25-34 35-44 45-54 55-64 65-74 75-84 85+
// Environmental Scan
Source: ESRI Business Analyst
// 8

Cabrillo College Educational Master Plan Update 2015 // Environmental Scan
Population by Age
0 - 4
5 - 9
10 - 14
15 - 19
20 - 24
25 - 34
35 - 44
45 - 54
55 - 64
65 - 74
75 - 84
85+
Race and Ethnicity
White Alone
Black Alone
American Indian Alone
Asian Alone
Pacific Islander Alone
Some Other Race Alone
Two or More Races
Hispanic Origin (Any Race)
Source: ESRI Business Analyst
WATSONVILLE CENTER: 10 MILE SERVICE AREA
Census 2010
Number
2014
Percent Number
10,335
10,060
9,936
10,722
7.80%
7.60%
7.50%
8.10%
10,334
10,233
10,065
9,811
9,358
17,826
16,655
18,313
15,647
7,563
4,311
1,874
7.10%
13.40%
12.60%
13.80%
11.80%
5.70%
3.30%
1.40%
9,883
19,065
16,305
17,090
16,685
9,735
4,292
1,993
2019
Percent Number
7.60%
7.60%
7.40%
7.20%
10,867
10,452
10,624
10,110
7.30%
14.10%
12.00%
12.60%
12.30%
7.20%
3.20%
1.50%
8,744
19,963
17,714
16,025
16,950
12,294
5,236
2,072
Percent
7.70%
7.40%
7.50%
7.20%
6.20%
14.20%
12.60%
11.40%
12.00%
8.70%
3.70%
1.50%
Census 2010
Number
2014
Percent Number
76,889
1,057
1,677
4,314
58.00%
0.80%
1.30%
3.30%
76,592
1,115
1,716
4,385
174
42,298
6,191
79,006
0.10%
31.90%
4.70%
59.60%
178
44,967
6,540
83,691
2019
Percent Number
56.50%
0.80%
1.30%
3.20%
77,741
1,189
1,787
4,609
0.10%
33.20%
4.80%
61.80%
181
48,533
7,009
90,833
Percent
55.10%
0.80%
1.30%
3.30%
0.10%
34.40%
5.00%
64.40%
Summary
Population
Households
Families
Average Household Size
Owner Occupied Housing Units
Renter Occupied Housing Units
Median Age
Trends: 2014 - 2019 Annual Rate
Population
Households
Families
Owner HHs
Median Household Income
Households by Income
<$15,000
15000 - 24999
25000 - 34999
35000 - 49999
50000 - 74999
75000 - 99999
100000 - 149999
150000 - 199999
$200,000+
WATSONVILLE CENTER: 10 MILE SERVICE AREA
Median Household Income
Average Household Income
Per Capita Income
Source: ESRI Business Analyst
Census 2010
132,600
39,422
29,895
3.33
23,647
15,775
33.9
Area
0.81%
0.84%
0.84%
0.72%
3.19%
2014
135,493
40,079
30,372
3.34
23,325
16,754
34.1
State
0.77%
0.77%
0.77%
0.63%
3.13%
2014 2019
Number Percent Number Percent
4,112 10.30% 3,881 9.30%
3,423
3,780
5,686
6,777
8.50%
9.40%
14.20%
16.90%
2,573
3,147
5,764
6,779
6.20%
7.50%
13.80%
16.20%
5,024
6,364
2,425
2,487
12.50%
15.90%
6.10%
6.20%
5,733
7,072
3,286
3,563
13.70%
16.90%
7.90%
8.50%
$58,947
$83,121
$24,839
$68,955
$96,914
$29,022
2019
141,050
41,798
31,665
3.34
24,172
17,626
34.9
National
0.73%
0.75%
0.66%
0.69%
2.74%
// 9

Cabrillo College Educational Master Plan Update 2015 // District Headcount
Overall headcount for the District has been fairly consistent since fall 2012. A closer evaluation of unduplicated headcount by location shows that both the
Cabrillo and Watsonville campuses have remained fairly consistent in enrollment totals since fall 2012. Distance Education experienced a slight decrease in 2013 and then an increase again in 2014. Both the Santa Cruz and Scott’s Valley locations have reported a decrease in enrollment since fall 2009.
2009 2010 2011 2012 2013 2014
APTOS ONLINE WATSONVILLE SANTA CRUZ SCOTTS VALLEY OTHER TOTAL ENROLLMENT
// 10

Cabrillo College Educational Master Plan Update 2015 // Baseline Program of Instruction
A detailed review of the Program of Instruction was conducted utilizing fall 2014 as the baseline data. This semester was selected as it is the most recent fall semester on record. It was important to maintain the consistency of utilizing fall data for continuity with the 2013 Educational Master Plan.
The data has been summarized by location and is provided for the Cabrillo campus, the Watsonville Center and the Distance Education Program. The data has been summarized by each of the five divisions at the college as well as library and counseling/educational support services.
The baseline data illustrates that the main campus reported a total of 1,338 sections during the fall 2014 semester. During this time period, a total of 142,917.7 WSCH
(Weekly Student Contact Hours) were generated with an average WSCH per section of 106.8.
DIVISION
Business, English & Language Arts
Health, Athletics, Wellness & Kinesiology
Visual and Performing Arts
Human Arts & Social Sciences
Natural & Applied Sciences
Library
Counseling & Educational Support Svs.
TOTAL
# of
Sec
238
250
238
260
293
32
27
1,338
Baseline
Fall Semester 2014
WSCH
22,395.9
21,836.1
18,009.2
29,069.6
47,647.4
3,090.2
869.3
WSCH
Sec
138.5
397.7
237.7
130.9
408.1
96.6
64.2
Lec
Hrs
10,818.0
2,960.0
4,405.7
10,503.0
14,127.9
18.0
522.0
142,917.7
106.8
43,354.6
Lab
Hrs
2,502.0
12,923.0
8,430.9
3,381.4
7,155.8
1,566.0
72.0
36,031.1
// 11

Cabrillo College Educational Master Plan Update 2015 // Baseline Program of Instruction
The data illustrates that the Watsonville Center reported a total of 177 sections during the fall 2014 semester. During this time period, a total of 17,803.6 WSCH (Weekly
Student Contact Hours) were generated with an average WSCH per section of 100.6.
DIVISION
Business, English & Language Arts
Health, Athletics, Wellness & Kinesiology
Visual and Performing Arts
Human Arts & Social Sciences
Natural & Applied Sciences
Library
Counseling & Educational Support Svs.
TOTAL
# of
Sec
72
10
12
43
28
5
7
177
Baseline
Fall Semester 2014
WSCH
5,351.1
1,073.8
1,152.3
3,803.8
5,688.6
502.9
231.3
WSCH
Sec
74.3
107.4
96.0
88.5
203.2
100.6
55.4
Lec
Hrs
2,681.5
216.0
90.0
936.0
1,314.0
-
117.0
17,803.6
100.6
5,354.5
Lab
Hrs
1,323.0
72.0
306.0
62.1
486.0
270.0
-
2,519.1
// 12

Cabrillo College Educational Master Plan Update 2015 // Baseline Program of Instruction
The data illustrates that the Distance Education Program reported a total of 94 sections during the fall 2014 semester. During this time period, a total of 12,031.9 WSCH
(Weekly Student Contact Hours) were generated with an average WSCH per section average of 128.0.
DIVISION
Business, English & Language Arts
Health, Athletics, Wellness & Kinesiology
Visual and Performing Arts
Human Arts & Social Sciences
Natural & Applied Sciences
Library
Counseling & Educational Support Svs.
TOTAL
# of
Sec
36
2
13
19
14
4
6
94
Baseline
Fall Semester 2014
WSCH
4,694.1
216.8
1,760.7
2,467.1
2,238.7
337.9
316.6
WSCH
Sec
130.4
108.4
135.4
129.8
159.9
84.5
112.1
Lec
Hrs
306.0
-
-
23.0
242.0
-
-
12,031.9
128.0
571.0
Lab
Hrs
-
-
-
-
27.0
-
-
27.0
// 13

Cabrillo College Educational Master Plan Update 2015 // Program of Instruction Analysis
As part of the data analysis, a detailed review of not only the Baseline Program of Instruction (fall 2014) but also the Program of Instruction data for fall 2012 and
2013 was conducted. This was done to ensure that overall trends since the development of the 2013 EMP were identified.
The District has been aware of the decrease in enrollment and WSCH in areas that have been impacted by recent legislation. In an effort to be responsive to the enrollment trends, adjustments to the Program of Instruction were made prior to the development of this document and are in place for the fall 2015 semester. This plan is not suggesting that further reductions be made to those programs; rather the data in this plan supports the decision to adjust the Program of Instruction to ensure the college is remaining viable and that greater productivity is achieved without compromising the overall balanced program of the college.
The data yielded particular areas that stood out due to either being highly productive or conversely, notably less productive. A breakdown of these items has been organized by location for further discussion and evaluation.
Historically Cabrillo has enrolled a significant amount of students in the area of
Visual and Performing Arts. The impact of the recent legislation on repeatability has impacted enrollment at Cabrillo. Because there are many students within the community who utilized these programs as a means of “life-long learning” their inability to continuously enroll in the same course may account for some of the lack of growth the District is experiencing.
As there are programs that have experienced a loss of enrollment due to legislative impacts, there are also areas where the college is reporting an increase in demand and enrollment due to other legislative initiatives. Courses in the area of STEM (Science, Technology, Engineering and Math) reflect data trends that support these courses are in high demand and that increasing the number of sections offered in the future may increase enrollment.
The amount of “natural growth”, as reported in the population data, within the district’s service area is fairly limited. In an effort to not only maintain, but potentially slightly increase the enrollment at the college, courses where demand is high were evaluated. The data reflected the potential for increasing the number of sections offered in the areas of STEM to bring added enrollment to the college.
During the 2013 EMP, Watsonville was identified as a potential location of growth for the District. Factors that contributed to this recommendation were the demographics of the service area (a younger population without higher education degrees and elevated high school graduation numbers). The completion of the new Solari Green
Technology Center which was to accommodate the Construction and Energy
Management Program was also seen as a potential area to generate increased enrollment for the Watsonville Center. The data indicates that these factors have failed to translate into increased enrollment for the Center. Instead, the Center has struggled to remain even consistent in enrollment. Given the demographics of the service area, it is possible a contributing factor may be the increase in the job market encouraging potential students to seek employment instead of pursuing educational opportunities. Additionally, enrollment in the Construction and Energy Management
Program has not yielded as high of enrollment as originally projected. This may be attributed somewhat to the addition of a similar program at neighboring Hartnell
College.
The district is looking into alternative ways to increase enrollments at the Center to maintain its viability. The Emergency Medical Technician program will be relocated to the Watsonville campus effective summer 2015. Enrollment for these classes is at capacity with wait lists. Further expansion of this program is under development and consideration for offering a regional program for Paramedics is also underway. Additionally, a partnership with a local correctional facility is in the planning stages. This partnership could potentially bring a small amount of added enrollment to the Watsonville Center.
// 14

Cabrillo College Educational Master Plan Update 2015 // Program of Instruction Analysis
A review of the data for the Distance Education Program shows that the number of total sections has declined since 2012. Additionally, the overall WSCH/section for online courses (128.0) is higher than the main campus (106.8 WSCH/section) or Watsonville (100.6 WSCH/section). Thus, the data supports that Distance
Education courses are more productive than the other locations.
The enrollment data for Distance Education, when evaluated on a fall semester basis, shows a decrease from fall 2012 to fall 2013 and then an increase in fall 2014 (see District Headcount on page 10). It is important to note that this decrease was impacted by the elimination of the World Languages online lab sections being offered. These online labs have now been added back to the
Program. In an effort to get a more accurate representation of the enrollments in Distance Education courses, World Languages has been excluded from the data reflected in the graph which illustrates enrollment totals. When reflected on an annual basis, the Distance Education Program reported an increase from the 2012-2013 academic year to the 2013-2014 year. Currently, the majority of Distance Education courses offered fill to capacity and have wait lists, thus indicating the demand for increasing the number of online offerings for Cabrillo students.
Cabrillo was recently selected to participate in the Online Education Initiative
Program (OEI). This pilot program is funded by the California Community Colleges
Chancellor’s Office and is intended to improve the success, accessibility and quality of distance education programs statewide. Participation in this pilot includes three of the college’s online courses being part of an exchange that students from anywhere can access with a common application, assessment and support services such as tutoring and technical support.
In alignment with the Strategic Plan goals, additional efforts to support the growth of the Distance Education Program include faculty training and support as well as the required technology capabilities and support on campus. The current
Technology Plan provides for the technology infrastructure and support that the college will need to support a growing DE Program. Additionally, this summer six members of the Cabrillo faculty will be attending a conference in online training and as a result will be instructing new online sections for the college beginning in spring 2016.
6,000
5,000
4,000
3,000
2,000
1,000
0
4,783
4,969
2012-2013 2013-2014
// 15

Cabrillo College Educational Master Plan Update 2015 // Future Program of Instruction
The updated data for the service area does not reflect any notable changes since the Plan was completed in 2013. Because the District is failing to see an increase in enrollment as projected in the 2013 Plan, it is recommended that the District utilize recent enrollment trends over the last three fall semesters to potentially adjust the projected growth rate. In the 2013 Educational Master Plan a higher projected growth rate for enrollment was assigned to both the Watsonville Center
(.8% through 2015 and 2.0% from 2016-2025) and the Distance Education
Program (2.25% through 2015, 3.6% from 2016-2020, and 4.6% from 2021-2025).
Based on enrollment trends experienced over the last three fall semesters, it is recommended that the projected growth rate be adjusted for both the Watsonville
Center and the Distance Education Program to provide a rate of growth that is consistent with the trends being experienced at the college.
A conservative growth rate of .85% for 2015-2025 was assigned to the Cabrillo campus. Based on the evaluation of the Program of Instruction and the updated demographics of the district’s service area, it is still possible to achieve that growth rate if adjustments are made to the overall program at the District. There are programs where sections have been added and the WSCH continues to
Duplicated
Year Enrollment
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
12,785
12,893
13,003
13,114
13,225
13,337
13,451
13,565
13,680
13,797
13,914
Rate of
Growth %
100.85%
100.85%
100.85%
100.85%
100.85%
100.85%
100.85%
100.85%
100.85%
100.85%
100.85%
WSCH
144,490
146,079
147,686
149,311
150,953
153,142
155,363
157,615
159,901
162,219
164,572
Rate of
Growth %
101.10%
101.10%
101.10%
101.10%
101.10%
101.45%
101.45%
101.45%
101.45%
101.45%
101.45%
Duplicated
Year Enrollment
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2,171
2,190
2,208
2,227
2,246
2,265
2,284
2,304
2,323
2,343
2,363
Rate of
Growth %
100.85%
100.85%
100.85%
100.85%
100.85%
100.85%
100.85%
100.85%
100.85%
100.85%
100.85%
WSCH
17,962
18,122
18,284
18,446
18,611
18,843
19,079
19,317
19,559
19,803
20,051
Rate of
Growth %
100.89%
100.89%
100.89%
100.89%
100.89%
101.25%
101.25%
101.25%
101.25%
101.25%
101.25%
// 16

Cabrillo College Educational Master Plan Update 2015 // Future Program of Instruction decrease. Conversely, there are programs where sections have been added and the WSCH continues to remain very strong and even increase in some areas.
A further evaluation of areas where sections may be decreased, resulting in an increase of WSCH and areas where sections could be added that are performing very strongly could aid the District in capturing an increase in enrollment. It is critical that while performing this further evaluation that the District considers the goal of maintaining a balanced curriculum for the college. If sections can be reduced in certain areas, and added to others that are more productive, without compromising the overall mission and program of the college than this could assist the college in capturing additional enrollment and WSCH.
The enrollment trends for both Watsonville and the Distance Education Program are closely aligned with the trends of the Cabrillo campus. Because the enrollment trends have been consistent across all locations and there is significant overlap of the service areas, it is recommended that the projected growth rate also be consistent for all locations. In an effort to not reflect stabilization for the District, it is recommended to use the same .85% growth rate that is currently in place for the Cabrillo campus for all locations within the District.
The following charts illustrate the adjusted growth rate of .85% for all locations.
Also reflected in the charts is the rate of growth for WSCH for all locations.
Duplicated
Year Enrollment
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
2,796
2,819
2,843
2,867
2,892
2,916
2,941
2,966
2,991
3,017
3,042
Rate of
Growth %
100.85%
100.85%
100.85%
100.85%
100.85%
100.85%
100.85%
100.85%
100.85%
100.85%
100.85%
WSCH
12,405
12,581
12,693
12,989
13,398
13,829
14,105
14,309
14,663
14,806
14,840
Rate of
Growth %
103.10%
101.42%
100.89%
102.33%
103.15%
103.22%
101.99%
101.45%
102.47%
100.98%
100.23%
// 17

Cabrillo College Educational Master Plan Update 2015 // Future Program of Instruction
CABRILLO COLLEGE
Including Aptos, Scott's Valley, Santa Cruz & Other Off-Site Locations
DIVISION
Business, English & Language Arts
Health, Athletics, Wellness & Kinesiology
Visual and Performing Arts
Human Arts & Social Sciences
Natural & Applied Sciences
Library
Counseling & Educational Support Svs.
TOTAL 1,330
# of
Sec
237
248
234
258
294
32
27
Year 2015
Lec
WSCH
Lab
WSCH
18,339.7
4,194.8
17,515.1
22,335.8
31,641.6
31.2
784.0
4,301.9
10,708.2
921.8
7,053.4
16,300.2
3,089.8
97.0
Total
WSCH
22,641.6
22,078.1
18,436.9
29,389.3
47,941.8
3,121.0
881.0
Projected WSCH for Fall Semester Only
Year 2020
# of
Sec
Lec
WSCH
Lab
WSCH
Total
WSCH
242
253
237
264
304
33
27
19,437.9
4,544.9
19,785.9
23,673.3
32,343.6
33.1
831.0
4,559.5
12,080.8
1,041.4
7,475.8
16,661.8
3,274.8
103.0
23,997.4
23,920.8
20,827.3
31,149.1
49,005.4
3,307.9
934.0
94,842.2
42,472.4
144,489.6
1,360 100,649.7
45,197.1
153,141.8
# of
Sec
250
262
243
273
315
34
28
Year 2025
Lec
WSCH
Lab
WSCH
20,888.6
4,777.9
21,888.1
25,440.2
34,692.4
35.5
893.0
4,899.8
12,953.7
1,152.0
8,033.7
17,871.9
3,519.2
111.0
Total
WSCH
25,788.4
25,146.6
23,040.1
33,473.9
52,564.3
3,554.8
1,004.0
1,405 108,615.7
48,541.4
164,572.1
When compared to the baseline data for 2014, the projections reflect a slight decrease in the number of sections for 2015. The loss reflects 8 sections overall and was projected in an effort to adjust the offerings to reflect the decline in enrollment experienced. The adjustment is intended to be corrective and by the next benchmark of
2020 the college reflects an increase of 30 additional sections overall. Given the analysis of the baseline data and that enrolment demand has been experienced in the division of NAS, a slightly higher rate of growth for the number of sections for that division has been assigned.
// 18

Cabrillo College Educational Master Plan Update 2015
// Future Program of Instruction
WATSONVILLE CENTER
DIVISION
Business, English & Language Arts
Health, Athletics, Wellness & Kinesiology
Visual and Performing Arts
Human Arts & Social Sciences
Natural & Applied Sciences
Library
Counseling & Educational Support Svs.
TOTAL
# of
Sec
73
10
12
44
29
5
7
180
Year 2015
Lec
WSCH
Lab
WSCH
3,617.6
812.3
383.5
3,606.5
4,190.7
-
234.0
1,781.8
-
778.6
230.2
1,550.0
506.5
-
12,844.6
4,847.1
Total
WSCH
5,399.0
1,083.1
1,162.1
3,836.7
5,740.7
506.5
234.0
17,962.1
186
Projected WSCH for Fall Semester Only
Year 2020
# of
Sec
Lec
WSCH
Lab
WSCH
Total
WSCH
76
11
13
45
30
5
7
3,795.0
852.2
402.3
3,896.7
4,308.2
-
245.0
1,869.2
-
816.8
248.7
1,593.4
531.4
-
5,664.2
1,136.2
1,219.1
4,145.5
5,901.6
531.4
245.0
13,499.4
5,059.6
18,843.0
# of
Sec
78
11
14
47
32
6
8
196
Year 2025
Lec
WSCH
Lab
WSCH
4,215.6
906.8
428.1
4,146.5
4,391.2
-
261.0
2,076.4
302.3
869.2
264.7
1,624.1
565.4
-
14,349.3
5,702.1
Total
WSCH
6,292.0
1,209.1
1,297.3
4,411.2
6,015.3
565.4
261.0
20,051.3
Based on the enrollment experienced at the Watsonville Center, the above chart reflects the projected WSCH for the Center utilizing the .85% growth rate. As was done for the Cabrillo campus, a slightly higher amount of growth in sections was assigned to the NAS division.
// 19

Cabrillo College Educational Master Plan Update 2015
// Future Program of Instruction
DISTANCE EDUCATION PROGRAM
DIVISION
Business, English & Language Arts
Health, Athletics, Wellness & Kinesiology
Visual and Performing Arts
Human Arts & Social Sciences
Natural & Applied Sciences
Library
Counseling & Educational Support Svs.
TOTAL
Projected WSCH for Fall Semester Only
Year 2015
# of
Sec
Total
WSCH
Year 2020
# of
Sec
Total
WSCH
Year 2025
# of
Sec
Total
WSCH
38 4,839.2
41 5,394.7
44 5,789.1
2
14
20
15
4
6
223.3
1,816.1
2,543.0
2,308.6
348.6
326.0
2
15
22
16
5
7
248.9
2,024.6
2,834.9
2,573.6
388.6
364.0
2
16
23
17
5
7
267.1
2,172.6
3,042.2
2,761.7
417.0
390.0
98 12,404.7
108 13,829.3
116 14,839.7
The data reflects the .85% growth rate for Distance Education. This rate of growth is conservative for the program and DE has the potential to grow at a more aggressive rate if the college is able to provide additional offerings. If a more aggressive rate of growth is experienced, following the corresponding number of sections and WSCH regardless of the benchmark year will provide a planning guideline for the college.
// 20

Cabrillo College Educational Master Plan Update 2015 // Future Program of Instruction
The following charts reflect the comparison in WSCH projections from the 2013 EMP and the updated projections generated as part of this Plan. Based upon the adjusted growth rate of .85% the charts illustrate the corresponding decrease in WSCH as a result of the lower rate of growth rate. The most notable decrease is reflected in the
Distance Education Program.
236,580
250,000
200,000
150,000
100,000
50,000
-
197,276
174,857
WSCH 2015
215,078
185,814
WSCH 2020
2013 EMP 2015 Update
199,463
WSCH 2025
174,983
156,846
144,490
165,666
153,142
164,572
200,000
150,000
100,000
50,000
-
WSCH 2015 WSCH 2020
2013 EMP 2015 Update
WSCH 2025
// 21

Cabrillo College Educational Master Plan Update 2015
30,000
25,000
20,000
15,000
10,000
5,000
-
19,358
17,962
22,624
18,843
WSCH 2015 WSCH 2020
2013 EMP 2015 Update
40,000
30,000
20,000
10,000
-
21,072
12,405
26,788
13,829
WSCH 2015 WSCH 2020
2013 EMP 2015 Update
26,634
20,051
WSCH 2025
34,963
14,840
WSCH 2025
// Future Program of Instruction
// 22

Cabrillo College Educational Master Plan Update 2015 // Determination of Future Space Needs
All space planning data is determined by the Program of Instruction and its growth or decline for the future. The following tables reflect the projected space qualifications for the academic program of instruction for the years 2015, 2020 and 2025 for each location within the District. The tables identify by division the assignable (useable) square feet (ASF) that will be required to meet the academic demands per Title 5 Guidelines provided by the State Chancellor’s Office.
As indicated in the 2013 EMP, it is important to note that the qualifications for academic space are based on the amount of WSCH generated by the college. It is immaterial what year the college actually reaches the designated amount of WSCH. Rather, what is important is that when the college reaches the indicated level of
WSCH, the correlated amount of academic space indicated in the chart will be required.
Including Aptos, Scott's Valley, Santa Cruz & Other
DIVISION
Lecture
ASF
Business, English & Language Arts 7,868
Health, Athletics, Wellness & Kinesiology 1,800
Visual and Performing Arts 7,514
Human Arts & Social Sciences
Natural & Applied Sciences
Library
Counseling & Educational Support Svs.
9,582
13,574
13
336
TOTAL 40,687
Lab
ASF
TOTAL Lecture
Academic Space ASF
Lab
ASF
TOTAL Lecture
Academic Space ASF
6,453
22,916
2,369
14,321
24,715
9,883
8,339
1,950
8,488
6,839
25,853
2,676
15,178
27,803
11,164
8,961
2,050
9,390
15,094
41,892
4,635
146
24,676
55,466
4,648
482
10,156
13,875
14
357
15,998
42,821
4,912
154
26,154
56,696
4,926
511
10,914
14,883
15
383
93,504 134,191 43,179 99,254 142,433 46,596
Lab
ASF
TOTAL
Academic Space
7,350
27,721
2,961
16,311
29,771
12,351
17,192
45,931
5,279
166
28,106
60,814
5,294
549
106,599 153,195
When compared to the space needs projections in the 2013 EMP, overall the college shows a decrease in 14,166 square feet in total academic space by the year 2025.
The decrease in academic space is a reflection of the adjusted growth rate for the college.
// 23

Cabrillo College Educational Master Plan Update 2015 // Determination of Future Space Needs
DIVISION
Lecture
ASF
Business, English & Language Arts 1,711
Health, Athletics, Wellness & Kinesiology 384
Visual and Performing Arts
Human Arts & Social Sciences
Natural & Applied Sciences
Library
Counseling & Educational Support Svs.
181
1,706
1,982
-
110
TOTAL 6,075
Lab
ASF
TOTAL Lecture
Academic Space ASF
Lab
ASF
TOTAL Lecture
Academic Space ASF
2,673
-
4,384
384
1,795
403
2,804
-
4,599
403
1,994
429
2,001
536
3,983
760
-
2,182
2,242
5,966
760
110
190
1,843
2,038
-
116
2,099
580
4,095
797
-
2,290
2,423
6,133
797
116
202
1,961
2,077
-
123
9,953 16,028 6,385 10,375 16,760 6,787
Lab
ASF
TOTAL
Academic Space
3,115
647
5,109
1,076
2,234
617
4,174
848
-
2,436
2,578
6,251
848
123
11,634 18,421
When compared to the space needs projections in the 2013 EMP, overall the Watsonville Center shows a decrease of 3,165 square feet in total academic space by the year 2025.
In an effort to reflect as accurately as possible the future space needs of the District, the Distance Education Program has not been calculated into the overall need for space. Because this program accounts for a significant amount of WSCH, including it will skew the data for the District and present a space needs total that does not actually reflect the true space needed to provide the required facilities for the future program of instruction.
// 24

Cabrillo College Educational Master Plan Update 2015
The following updated space projections include all facility needs of the college- academic space as well as space for support services. Using the allowable standards referenced in the California Code of Regulations Title 5 and the college’s current space inventory, the college does not show a need for any new classroom, laboratory, office or library space out to the year 2025. When compared to the 2013 EMP, the college now qualifies for 31,125 less square feet.
This decrease in the need for space is a direct reflection of the adjusted growth rate which in-turn impacts the projected WSCH and therefore the qualification for required space.
The following table reflects the space needs for the year 2025. The table shows the current space on campus as sited in the college’s Space Inventory Report 17, as well as the space the college will qualify for in 2025.
An analysis of the total space needs shows that by the year 2025 the college will qualify for space in the categories of Non Class Laboratory, (898 ASF), AV/TV
(8,527 ASF) and Merchandising (933 ASF).
It is important to note that the college is currently reporting a total of 510,139 square feet of ASF. Based on the adjusted growth projections, by the year 2025 the college will qualify for 363,022 ASF. This demonstrates a difference of 147,117
ASF. These calculations demonstrate that the college has significantly more square feet than it will need even through the year 2025. In an effort to only maintain facilities that are necessary to offer the Program of Instruction, a notable amount of ASF needs to be addressed and consideration given to viable options for reducing the overall ASF for the college.
// Determination of Future Space Needs
// 25

Cabrillo College Educational Master Plan Update 2015 // Determination of Future Space Needs
0 Inactive
100 Classroom
210-230 Laboratory
235-255 Non Class Laboratory
300 Office/Conference
400 Library
510-515 Armory/Armory Service
520-525 Phys Ed (Indoor)
530-535 (AV/TV)
540-555 Clinic/Demonstration
580 Greenhouse
590 Other
610-625 Assembly/Exhibition
630-635 Food Service
650-655 Lounge/Lounge Service
660-665 Merchandising
670-690 Meeting /Recreation
710-715 Data Processing/Comp
720-770 Physical Plant
800 Health Services
13,503
Totals
66,819
109,368
424
67,473
61,245
0
43,160
4,506
8,810
16,439
0
39,774
14,615
3,643
9,889
17,378
4,042
28,215
836
510,139
0
46,596
106,599
1,322
48,505
41,891
0
35,000
13,033
5,566
0
0
13,914
8,348
3,360
10,822
4,633
5,000
17,232
1,200
363,022
2025 Space
Needs
0
0
933
0
0
0
0
0
8,527
0
0
898
0
0
0
0
0
0
0
0
// 26

Cabrillo College Educational Master Plan Update 2015 // Determination of Future Space Needs
The Watsonville Center is reflecting current ASF of 45,093 and a total need of
48,142 ASF by the year 2025. The Center is well over the required amount of ASF for classroom space. Other space categories show a qualification for space by the year 2025. Although the Center will qualify for additional space in 2015, it is important to determine if the Center will actually need the additional space.
0
100
Inactive
Classroom
210-230 Laboratory
235-255 Non Class Laboratory
300 Office/Conference
400 Library
510-515 Armory/Armory Service
520-525 Phys Ed (Indoor)
530-535 (AV/TV)
540-555 Clinic/Demonstration
580 Greenhouse
590 Other
610-625 Assembly/Exhibition
630-635 Food Service
650-655 Lounge/Lounge Service
660-665 Merchandising
670-690 Meeting /Recreation
710-715 Data Processing/Comp
720-770 Physical Plant
800 Health Services
4,427
15,202
11,802
Totals
0
4,232
4,462
0
1,448
0
65
0
0
0
0
751
623
0
0
1,867
214
45,093
0
6,787
11,634
417
800
787
375
2,200
400
224
5,910
8,750
0
4,200
1,500
945
0
0
2,363
850
48,142
2025 Space
Needs
0
0
0
417
800
36
0
333
186
224
1,678
4,288
0
2,752
1,500
880
0
0
2,363
850
// 27

Cabrillo College Educational Master Plan Update 2015 // Recommendations
The following recommendations incorporate those still applicable from the 2013
Educational Master Plan and new or modified recommendations which reflect the findings and data presented in this Update. For purposes of the DRAFT review only, those recommendations which have been added or modified have been highlighted.
§ The college will review and modify where needed the existing Program of
Instruction to ensure course offerings are responsive to the enrollment demands reflected in the data analysis of the Educational Master Plan Update.
§ Continue to provide additional sections of courses in the STEM fields to remain responsive to demands in enrollment, state regulations and the mission of the college.
§ Given the current trends in education, the demand for current DE courses, and the population demographics of the service area, continue to grow and place importance on, the Distance Education Program at the college according to the growth model presented as part of the EMP Update. Use this educational delivery system as a way to increase the overall college’s WSCH, capture the rate of population growth across the state and provide access for all residents in the state to the dynamic program at Cabrillo College.
§ Consider utilizing “E-Services” for student services related functions that can be automated thus reducing the resources needed both on campus and by college personnel.
§ Reconfigure the current layout for the college’s Student Services to provide an environment that creates ease for both current and prospective students.
Consideration should be given to relocating all student services to the Student
Services Activities Center, East and West buildings.
§ Continue efforts to strengthen the integration and coordination of Instructional
Services and Student Services in meeting the obligations of SB1456 - Student
Success Act of 2012.
§ Continue to proactively address the requirements of SB1456 - Student Success
Act of 2012 by assuring alignment of its ability to provide timely services to students that include but not limited to:
1. Orientation services
2. Administration of assessment that determine student competency in computational and language skills and readiness for college
3. Counseling and educational planning services
§ Annually review and re-prioritize the Program Matrix as appropriate ensuring that the established process is maintained and collaboration by all shareholders of the college remains a priority.
§ The college should set, as its highest priority, accommodating the longterm needs of its core programs, particularly those of Science, Mathematics,
Humanities, and Language Arts. The college will also need to ensure that it is adequately preparing students for postsecondary level work via its program of instruction as well as providing opportunities for learning in the career technical education areas that lead to employment.
§ Evaluate and institutionalize relevant activities and curriculum developed through the Title V Hispanic-Serving Institution Grant as part of the ongoing commitment to institutionalize quality and improvement in student success outcomes.
// 28

Cabrillo College Educational Master Plan Update 2015
§ In an effort to generate more FTES for the Watsonville Center, continue to identify possible programs that would benefit from being relocated to the Center.
§ Consider modifying the Program of Instruction to provide additional sections of courses where high enrollment and student demand has been reflected.
§ Consider the feasibility and community interest for offering intensive/shorter term course offerings to meet the needs of the population in the Watsonville service area. The offerings would likely be in CTE or certificate programs.
§ Continue to strengthen integrated planning processes by assuring all plans are in alignment with the college’s Strategic Plan, mission and priorities.
§ In an effort to maintain facilities that are necessary to offer the Program of
Instruction, a significant amount of ASF needs to be addressed for reducing the overall ASF for the college.
§ Based on the current and projected future space needs, new space for instruction and instructional support purposes can be accommodated via the re-purposing and reconfiguring space within the existing buildings of the college.
§ Continue to implement planning efforts that sustain operational efficiency, ensuring that instructional programs are operating at the state standards for the generation of weekly student contact hours as related to class sections and enrolled seats.
§ Determine appropriate staff and resources to provide ongoing maintenance to support college facilities.
// Recommendations
// 29