2013
Administrative Program Review
Facilities Planning & Plant Operations
Cabrillo Community College District
TABLE OF CONTENTS
Administrative Program Plan
Program Overview
pg.1
Section 1.1 Background and History
pg. 1
Section 1.2 Physical Plant
pg. 1
Section 1.3 Mission and Purpose
pg. 2
Section 1.4 Mission Statement
pg. 3
Section 1.5 Core 4
pg. 3
Section Organizational Chart
pg.4
Section 1.6 FPPO components
pg.5
Planning and Outcomes
pg. 12
Section 2.1 Student Learning Outcomes
pg. 12
Section 2.2 Student Learning Outcomes /AOU Assessment & Results
pg. 12
Section 2.3 Recommendations
pg.12
Section 2.4 Process Review
pg.13
Goals and Recommendations
pg. 14
Section 3.1 New Directions
pg. 14
Section 3.2 Department Resource Considerations
pg. 16
Section 3.3 Recommendations and Program Plan Goals
pg. 21
Section 3.4 Five Year Plan
pg. 22
Appendix
pg.23
DRAFT FP&PO Program Review 2013
1.
Program Overview
1.1 Background and history- brief overview – include staffing
Facilities Planning and Plant Operations (FP&PO) was formed originally as Maintenance
and Operations upon completion of the Aptos Campus in 1962. More recently in 2010, the
FP&PO was redefined to include not only the daily maintenance and operations functions
but to also address the capitol construction planning and development college wide.
1.2 Physical Plant Information:
The Cabrillo Community College District (817,615 GSF) is comprised of the following
locations:
 Aptos Campus - 748,166 GSF

Watsonville (Education) Center - 59,449 GSF

Scotts Valley (Outreach) Center - 10,000 GSF

Bonny Doon 7.3 acres (instructional lab site for
Anthropology/Archaeology Technology)
The District consists of one campus in Aptos, one permanent center in Watsonville, a
satellite archeology site in Bonny Doon and an outreach center in Scotts Valley. The latter
was opened in spring 2007 after many years of planning, to address the need for access to
Cabrillo programs for students living in this most remote location of its service area. All
locations are evaluated on a regular basis to assess the effective condition of facilities,
primarily through on-site inspections and student, staff and faculty surveys. The District
continues to improve and support the instructional programs through the expansion and
modernization of its facilities.
The most recent major projects are the construction and renovations to: the Visual, Applied
and Performing Arts (VAPA) /Arts Education Complex (AEC); the 300 building which
houses most of the classes in the Business, English & Language Arts (BELA) Division; the
Health & Wellness complex in the Health, Athletics, Wellness & Kinesiology (HAWK)
Division; the Solari Green Technology Center in Watsonville and various “smart classroom”
upgrades at the Aptos campus.
Currently, the Aptos Campus has 748,166 gross square feet, with thirty-five primary-use
buildings and an additional twenty-six auxiliary-use buildings, totaling 513,795 assignable
square feet in support of educational programs and services. College-wide facilities support
approximately 13,000 students as of the fall 2012 semester.
The construction of the VAPA complex brings a new level of sophistication and advanced
technology to the arts program, along with instructional space that is much more suited to
support student success than the former classrooms, having been many years in the
planning. The five new buildings include a state of the art performance theater, a recital hall
with practice rooms and classrooms, a three-dimensional art instruction building, a two1 DRAFT dimensional art instruction building, and a forum/division office building, all totaling 126,000
square feet.
In 2010, the new Health & Wellness complex also ensured greater support for student
success with highly advanced learning environments for Dental Hygiene, Nursing,
Radiologic Technology, Kinesiology and the Stroke Center, for a total of approximately
58,925 square feet. The extensive planning process to design and equip these buildings
also took years of input.
The Watsonville Center consists of four buildings. The two older buildings (44,000 square
feet) support educational programs and services for over 3,000 students. The two new
buildings (14,000 square feet) completed in fall 2012 are designed to support the
Construction Energy Management program and the associated emerging Green Building
Technologies program. These two new buildings are LEED (Leadership in Energy and
Environmental Design) Platinum Certified, and besides their highly sophisticated “green”
design, they serve as living laboratories, with their mechanical spaces serving as viewing
rooms into the green technology of the future.
The Scotts Valley Center consists of approximately 10,000 square feet of leased space with
five classrooms, serving just over 200 students down from almost 900 served at its peak in
fall 2008 before course reductions due to budget cuts. It is important for the College to
maintain a presence in Scotts Valley to provide access to residents there, and the District
continues to seek partnerships with other educational organizations to use the classroom
space effectively and conserve resources. Finally, the college owns 7.3 acres in Bonny
Doon which is used by the Anthropology Department and Archaeology Technology Program
as an instructional lab site.
1.3 Mission & purpose:
To provide the highest level of maintenance and operations support to Cabrillo College’s
students, faculty, staff, and administration. Our success will be evidenced by our ability to:

Satisfy our customers’ needs in a timely and efficient manner.

Be good stewards of the College’s physical, financial, and human resources
that are within our control.

Retain and develop our team of professional craftspeople and support
continuous skill improvement.

Provide an environment where quality work is recognized and respected.

Continually streamline and simplify our tasks through good management
practices and the use of appropriate tools and technology.
2 DRAFT 1.4
FP&PO Mission Statement
The mission of Cabrillo College Facilities Planning and Plant Operations is to provide
a safe and comfortable environment to support the pursuit of academic excellence at
Cabrillo Community College. The components of this mission include:

Maintenance of the integrity and appearance of the District’s buildings, grounds, and
equipment by strict adherence to established standards in workmanship and
materials.

Administration of efficient, high quality, and uninterrupted service and distribution of
water, power, and communications.

Consistent execution of safe, convenient, and efficient transportation services.

Consistent compliance with all safety and environmental health regulations.
This mission will be accomplished by a commitment to proactive planning and inspection
together with a comprehensive preventive maintenance program.
Student Learning Outcomes or Administrative Unit Outcomes “AUOs”
AUO: The Cabrillo College community (Governing Board, administrators, students, faculty
and staff) will learn and work in a safe, clean, efficient and updated environment as a result
of the work of the grounds, maintenance, recycling, transportation and custodial
departments.
1.5 How your department supports the college mission and, if appropriate,
the Core 4:
Facilities Planning and Plant Operations (FP&PO) supports the college’s core competencies
by providing a functioning, clean and safe environment in which to learn. Without facilities
there is no classroom in which to learn. Without functioning and usable classrooms teaching
and learning becomes more difficult and less affective. FP&PO utilizes the resources
allotted by the District to ensure that the facilities are kept to the highest standards possible
based upon the limitations of available resources.
3 DRAFT Program Structure
4 DRAFT 1.6
FP&PO Components:
Facilities Planning and Plant Operations is made up of six main components as
follows:

Facilities Development Office

Maintenance Department

Grounds Department

Custodial Department

Transportation Department

Recycling Department

Safety Program
The Facilities Development Office:
The Facilities Development Office (FDO) facilitates the Capital Construction activities which
expand the District. Originally organized to generate the scope of work necessary to initiate
construction projects funded by public bonds starting in 1997; this scope is developed into
building designs and specifications that project managers guide through the bidding process
for construction to occupancy. FDO works with the Purchasing Department to execute
formal agreements for construction project management services (CPMS) and architectural
services for all capital construction. The Information Technology (IT) department and the
Business Office are also integral to the development of capital construction projects.
The Facilities Development Office provides updates and status reports to a variety of
committees including, but not limited to, the Citizens Oversight Committee (COC), the
Facilities Planning and Advisory Committee, the Division of State Architect (DSA), and the
Governing Board of the College.
The College’s Facilities Master Plan (FMP) guides the development of the facilities in
support of the educational goals and physical resource requirements identified in the
Educational Master Plan and College Strategic Plan. Updates to the FMP are provided
twice a year in reports to the Governing Board. This department expands and contracts as
the demand for projects require its services.
Maintenance Department:
The Maintenance Department housed in FP&PO reports to the Assistant Director and acts
to ensure that all the daily functions associated with the operation of the college facilities
such as electrical, heating, cooling, ventilation, plumbing, paint, roofing, gutters, doors/door
hardware, access & security systems, swimming pool, event setups, furniture moves,
outside trash removal, some custodial services and other services as required are
maintained in proper working order.
5 DRAFT Eleven staff members make up the Maintenance Department as follows:
1 Lead Maintenance Technician
This is the working lead level class within the facilities and equipment
maintenance series. Successful performance of the work requires the use of
initiative within established guidelines to schedule and follow up on work to be
performed. This class is distinguished from Maintenance and Operations
Manager in that the latter has management level responsibility for facilities,
grounds and equipment maintenance and custodial services
2 Electrical/HVAC Technicians
The Electrical/HVAC Technicians although specifically trained and skilled for
their individual trades, share the responsibility of maintaining and repairing all
aspects of the electrical and HVAC equipment of the college. The
Electrical/HVAC Technician inspects, installs, maintains, and repairs electrical
power and service wiring, control panels, motors, fire alarms, bell and buzzer
systems, starters, conduits, indoor and outdoor lighting, circuit breakers,
switch boxes, and related electrical equipment and fixtures. Inspects, installs,
maintains, and repairs heating, ventilation, refrigeration and air
conditioning equipment including heat pumps, heating and ventilating units,
air conditions with gas or electric heat, reciprocating chillers, multizone units,
hot water heating boilers, cooling towers, thermal energy storage systems,
pumps, air handlers, return and exhaust fans, air compressors, variable air
volume systems, and refrigerators.
2 Maintenance Technicians (1 Painter, 1 Plumber)
The painting maintenance technician performs a wide variety of painting and
related trade work in the construction, maintenance and repair of College
buildings, instructional and recreational facilities, and related structures,
including drywall installation, signage, and graffiti removal. The plumber
maintenance technician performs a wide of plumbing and related trade work
and installs, maintains and repairs the water production, chlorination and
distribution system as well as the wastewater collection system. In addition,
this position repairs piping systems, irrigation systems, toilets, fountains,
drains and other plumbing fixtures, performs preventive maintenance, and
installs and maintains cathodic protection systems.
3 Maintenance Workers
The Maintenance Worker performs a wide variety of carpentry, plumbing,
electrical, painting, HVAC, vehicle maintenance, and related maintenance
work. This position makes repairs to buildings and structures; performs
maintenance to ensure facilities are kept in good operating order; installs,
repairs and builds partitions, shelves, counters, railings, fences, walls, and
other general carpentry duties; repairs, maintains and installs a variety of
electrical systems and equipment, including wires, computer cables,
switches, outlets, lights, etc.; installs, maintains, repairs and adjusts heating
and ventilation systems; installs, maintains and repairs plumbing fixtures;
repairs leaks and stoppages; installs, maintains, repairs and adjusts campus
lock systems; performs maintenance painting; performs service and basic
6 DRAFT mechanical repair work for gasoline and diesel powered vehicles; lubricates
vehicles, changes oil, filters and tires and performs safety checks; fuels and
washes vehicles; does necessary preparation and cleanup work; builds forms
and installs and repairs masonry including concrete; operates and maintains
a wide variety of hand and power tools and equipment used in the building
trades, including welding equipment; operates trucks and power equipment;
performs heavy physical labor as needed.
1 Pool Maintenance/Utility Worker
The Pool Maintenance Worker II is the experienced level in this class series,
competent to clean, maintain, repair and operate varied swimming pool
equipment and facilities. This position performs a variety of unskilled and
semiskilled work in support of the College maintenance program, with the
ability to call upon specialized trade positions, if required for specialized
support.
2 Utility Workers
Positions in this class are characterized by the requirement to perform heavy
physical labor and the necessity of driving vehicles to and from various
campus locations. Although the work is not performed under immediate
supervision, guidelines and work orders are provided, and supervision is
available in non-routine circumstances. This position operates a garbage
truck in the collection of trash and garbage; picks up trash at campus
buildings and delivers garbage to the county landfill; picks up and loads
recycled materials; stores such materials for delivery or pick up; operates fork
lifts of various sizes in the course of the work; unlocks all campus doors each
morning and raises the flag; works with and assists the maintenance staff in
the repair and installation of a variety of equipment and facilities; may
independently perform minor maintenance, such as replacing lights, hanging
mirrors, replacing locks and putting together furniture; picks up and delivers
custodial supplies and equipment; delivers, setups and removes equipment
and furniture for a variety of campus events, including community service
activities; performs custodial duties as assigned; performs related duties as
required or assigned.
Energy Management
Energy Management is a vital part of FP&PO residing primarily within the
Maintenance Department. This component ensures all energy saving tools are being
utilized at full capacity and investigates and improves the use of heating systems,
lighting systems, AC systems, and all other available energy components that can
be improved.
The following are energy curtailment projects that are included in the purview of the
Energy Management Department:
 convert fixtures from incandescent or high pressure sodium to LED or
fluorescent fixtures
 install automated energy management systems, alternate lights in
exterior locations
7 DRAFT 




reduce run time on parking lot and exterior lights
program holiday and weekend schedules into our automated lighting
systems in order to reduce run times
reduce lighting to minimum requirements during campus closure
periods
update or install photo cell systems in order to follow sunrise to sunset
illumination patterns
reduce heating and ventilation in District buildings during evenings,
weekends, holidays, and campus closures, and replace aging
appliances with energy efficient units.
Grounds Department:
The Grounds Department housed in FP&PO reports to the Assistant Director and acts to
ensure that all of the college grounds such as athletic fields, decorative lawns, parking lots
and structures, roadways, pathways, fire roads, medians, native plant rehabilitation areas,
irrigation systems are maintained in proper work order. Outside trash removal and some
custodial services are also performed by this department.
The five staff members that make up the Grounds Department are as follows:
1 Grounds Lead Worker
This is the working lead level class within the grounds series.
Successful performance of the work requires the use of initiative within
established guidelines to schedule and follow up on work to be performed.
This class is distinguished from Maintenance and Operations Manager in that
the latter has management level responsibility for facilities, grounds and
equipment maintenance and custodial services
1 Grounds Specialist
The Grounds Specialist maintains and prepares the athletic fields for
instruction and team use. Requirements of this position include knowledge of
competitive sport field lay-out, skilled gardening, landscaping, and grounds
maintenance in assigned area.
3 Grounds Maintenance Workers
Requirements of this position include skilled gardening, landscaping, and
grounds maintenance in assigned area. The Grounds Maintenance Workers
also assist the Grounds Lead and Grounds Specialist in the performance of
special projects such as seasonal planting, sporting field preparation,
mulching, weeding, pest control, irrigation repairs, tree pruning, and culvert
clean up.
Custodial Department:
The Custodial Department housed in FP&PO reports to the Director and acts to ensure the
cleanliness and appearance of the facilities in order to provide for a clean and comfortable
learning environment. The department consists of 24 Custodians, 3 Lead Custodians and 1
Custodial Supervisor structured as follows:
1 Custodial Supervisor
8 DRAFT The Custodial Supervisor performs assignments under the direction of the
Director of Facilities Planning and Plant Operations, providing leadership and
services to all segments of the College. Responsibilities include planning,
organizing, supervising, and reviewing the work of custodial workers and is
supported by the three Lead custodian positions that reside in the staffing
structure.
3 Lead Custodians
This is the working lead level class in the custodial series with responsibility
for providing direction to a custodial crew performing similar work. Positions
determine schedules and assignments for their particular shift, and inspect
work to ensure that work has been performed in an appropriate manner.
24 Custodians
Custodians perform the full range of custodial duties including cleaning and
maintaining classrooms, rest rooms, offices, workshops and related facilities.
Transportation Department:
The Transportation Department housed in FP&PO reports to the Assistant Director and acts
to ensure that all functions associated with the operation, maintenance and issuance of the
college vehicles are performed. The fleet consists of 12 passenger vans, 1 minivan, 2 utility
trucks, 20 FP&PO service trucks, 2 forklifts, over 10 electric vehicles, and various grounds
utility service vehicles. The Transportation Department maintains all fleet vehicles in
compliance with State and local transportation laws, maintains fleet vehicles in proper
working order, assigns vehicles to FP&PO staff, issues vehicles to college departments for
student activities or functions, replaces fleet vehicles that have expired, performs minor
services and scheduled maintenance on fleet vehicles, runs three fueling stations, and
operates a vehicle service shop.
The two staff members that make up the Transportation Department are as follows:
1 Administrative Assistant for FP&PO
Although the duties of the Administrative Assistant are already encompassed
in the FP&PO structure, this employee is also in charge of issuing vehicles to
college departments, paying fleet related invoices, ordering fuel for the fueling
stations, updating DMV requirements, complying with regulatory agencies,
and maintaining a vehicle key warehouse.
1 Maintenance Worker
While this worker is already listed in the Maintenance Department, this
employee is primarily in charge of maintaining all fleet vehicles. Duties
include performing service and basic mechanical repair to vehicles,
lubricating vehicles, changing oil, changing filters, changing tires, performing
safety checks, fueling vehicles, taking vehicles to third party service vendors
for major repairs, and washing and cleaning vehicles.
9 DRAFT Recycling Department
The Recycling Department, housed in the recycle yard, reports to the Assistant Director and
is responsible for all the daily functions associated with the operation of the college
recycling program. Duties include weekly collection of recyclable material deposited by
users in recycling bins, sorting and separation of recyclable materials, brokering the
removal of recyclable materials by third party agencies, collection, separation and removal
of furnishings and electronic equipment, and maintenance of recycling bins and sorting
containers.
Two contracted staff workers make up the Recycling Department in collaboration with third
party organizations. They are responsible for the safe and proper collection of all recyclable
materials including glass, cardboard, plastic, paper, metal, wood, and electronic equipment.
Hope Services and Bayside services, third party organizations, currently provide site-based
help from people with a wide range of developmental disabilities to assist in the collection
and sorting of recyclable materials from the college.
Safety Program
The Safety Program, housed in FP&PO, reports to the Director of FP&PO and is
responsible for all functions associated with campus safety. This program is divided into
three distinct subcommittees.
1. Regulatory and Hazmat Environmental Compliance
2. Safety, Health and Injury
3. Emergency Disaster Preparedness.
The Regulatory and Hazmat Environmental Compliance sub-committee oversees
established guidelines that address hazardous materials/environmental compliance issues
and associated costs. Examples of these issues include incident response/accident
prevention, ventilation problems/needs, indoor air quality concerns, laboratory safety, MDS
collection/access, inventory development, toxicology/personal exposure, hazardous
materials/hazardous waste labeling and storage, medical waste permits/storage, pesticide
use, respirator needs, and hazard communication/lab safety/hazardous waste/medical
waste training needs.
The Safety, Health and Injury sub-committee is responsible for tracking injuries and safety
concerns, and making sure that trainings are provided to improve student, staff, and faculty
safety. Functions provided by the Safety, Health and Injury Committee include blood borne
pathogen training, addressing first aid issues, providing first aid informational flip charts and
first aid kits, reviewing Workers Compensation reports, providing annual reports of above
statistics and recommending training based on reports to Safety Committee, provide
campuswide IIPP (Injury and Illness Prevention Program) program training, and maintaining
the Employee Health Program.
The Emergency Preparedness Program has two components. The Safety Committee has
appointed a sub-committee to report back to the safety committee on activity associated
with incidents and training activity that occurs. The second leg of the Emergency Disaster
Preparedness Program is charged with designing, improving, and maintaining a campus
wide emergency response system. This program uses the SEMS/NIMS platform and
maintains bi-yearly compliance with these two agencies. Duties and responsibilities of the
10 DRAFT Emergency Disaster Preparedness Program include updating a Building Stewards list,
updating an Incident Command Team list, training members of both these groups in
emergency response and radio protocols, updating all emergency response binders and
printed materials, updating all caches of emergency response supplies, and updating the
Emergency Preparedness website.
The staff members that make up the Safety Emergency Preparedness Program subcommittee and the Emergency Preparedness Training Program are as follows:
Director of FP&PO / Chemistry Instructor of the NAS Div. are Co-chairs of the Emergency
Preparedness sub-committee
Assistant Director of Facilities Planning and Plant Operations
The Assistant Director is responsible for updating all emergency response
information and participants, designing new programs in support of the
emergency response plan, co-chairing the Emergency Preparedness Task
Force, and scheduling training for Managers, Building Stewards, and Incident
Command Team members.
Custodial Supervisor for Facilities Planning and Plant Operations
The Custodial Supervisor is responsible for maintaining the emergency
response radios, training the appropriate staff in radio protocols, scheduling
trainings with the SEMS/NIMS representative, stocking emergency response
supplies, co-chairing the Emergency Preparedness Task Force with the
Assistant Director, and providing monthly newsletters to emergency response
team members.
11 DRAFT 2.
Planning and Outcomes
2.1 Administrative Unit Outcomes AUOs
AUO: The Cabrillo College community (Governing Board, administrators, students, faculty
and staff) will learn and work in a safe, clean, efficient and updated environment as a result
of the work of the grounds, maintenance, recycling, transportation and custodial
departments.
2.2 Administrative Unit Outcomes AUO Assessment and results
The overall cleanliness and appearance as well as the functionality of the various
mechanical components of the facilities demonstrate the effectiveness of FP&PO.
Inspections of the facilities are performed on a routine basis and corrective measures are
instituted as resources are available.
Outside Comparisons, Appendix I. shows the results of a survey provided by the Planning
and Research Office (PRO) in the fall 2012. These results for the most part reveal a
satisfactory rating of the facilities relative to the condition of the grounds and facilities as
well as responsiveness to work requests and helpfulness of staff. Temperature of
conditioned space received a “dissatisfied” response. Another outcome of the survey
revealed that a large percentage of respondents appear to have little interaction with the
FP&PO work order system or website.
2.3 Recommendations based on Administrative Unit Outcomes AUO Assessment
(include next steps, timeline for plan, budget if appropriate)
A new work order system has been purchased and is scheduled for implementation in the
fall 2013 semester, in combination with the Information Technology Department (IT).
FP&PO and IT are service oriented programs to faculty and staff, so users will only need to
access one web based work request system in order to receive services.
In relation to a low rating on temperature control of space, many portions of the district are
in need of major repairs and a “critical needs” list has been developed along with an
estimated cost/timeline. This list includes multiple heating ventilation and air conditioning
(HVAC) systems in need of replacement throughout the entire college with an emphasis on
the southwest corner of the Aptos campus. Another major component of the critical needs
list includes extensive repairs to plumbing infrastructure and restroom renovation needs,
primarily on the upper campus. An outline of the various categories on the current “Critical
Needs” list is provided in the table on the following page.
Funding restrictions and district wide priorities may influence the allocation of resources
needed to execute the work. Continuous surveillance and vigilant oversight will continue to
resist the continuous eroding of the condition of district facilities.
The critical needs of the district will continue to change and is an ongoing assessment and
evaluation process. The current critical needs list has been developed for the next 5 years
and does not consider the instructional program needs of the district. A more
comprehensive list of classroom renovation and space needs related to secondary effects
caused by relocation of existing programs is underway. This “Secondary Effects”
assessment is expected to be available late fall 2013, pending review and approval.
12 DRAFT Summary of critical needs: Spring 2013
Category
Estimated Cost
Access Security (cameras,
alarm systems, key system)
$ 1,500,000
ADA compliance
$
300,000
Doors
$
650,000
Electrical
$
550,000
HVAC
$ 1,180,000
IT MDF
$
247,720
Paint
$
455,000
Paint
$
125,000
Parking
$ 2,300,000
Parking
$
Plumbing
$ 1,330,000
Renovation
$ 3,114,951
Roads
$
164,720
Roofing
$
70,000
Total:
$ 12,437,391
450,000
It is important to recognize the various elements of facility needs. These elements basically
include capital construction, space reallocation (predicated on capital construction
and educational program changes/needs), critical needs, and ongoing operational
needs. The “Summary of critical needs” as stated above only addresses a list of items that
will require repairs/replacement over the next five years and are subject to
unpredictable/unexpected equipment/component failures.
2.4 Process review:
To ensure effectiveness and quality of the operation, each FP&PO department is required
to inspect, plan and assign corrective work as needed. The Custodial Department has
developed a formal process, whereby each Lead Custodian performs an area inspection of
buildings each night and reports deficiencies to the Custodial Supervisor. The assigned
custodian is then informed and provided a remediation plan, which includes a timeline and
re-inspections of the deficiency. The Maintenance and Grounds Departments share a
similar process where each staff person is assigned an area to inspect and report
deficiencies. Work orders are developed from these inspections and corrective work is
accomplished as resources are available.
13 DRAFT 3.
Goals and Recommendations
Custodial Services: Provide a safe, clean and healthy environment for staff, faculty and
students.
Maintenance: Maintain the integrity of all district-owned facility buildings and equipment and
all related components.
Grounds: Ensure healthy, safe, aesthetic and functional grounds and athletic fields for the
community of Cabrillo College.
Recycling: Reduce the environmental impact through the collection of recyclable materials
generated by the college and promote sustainable practices, procedures and products.
Transportation: Provide authorized District employees access to District vehicles for the
purpose of transporting students to events that enhance student learning outcomes.
Energy: The Cabrillo Community College District (District) commits to environmental
Sustainability, reducing the use of fossil fuels, and the reduction of greenhouse gas
emissions through efficient energy management as a fundamental operational objective
integral to the strategy of fulfilling our educational mission
3.1 New directions – anticipated changes for the future and implications
A large factor in maintaining facilities to the level the District requires depends on its ability
to be able to identify the total cost of ownership. A systematic, college-wide approach for all
planning and budget activities should be implemented as part of a comprehensive planning
process. In the spring of 2013, FP&PO embarked on collecting and rating data necessary to
quantify all costs generated over the useful life of the facilities. This process has provided
the information necessary to fully understand and populate a critical needs list. This critical
needs list has been prioritized in a five year model and includes rough estimates for each
component. This process is somewhat of a moving target, driven by the educational needs
of the District, but it will help steer the decision making process and give a clear
understanding of what is needed to operate facilities.
14 DRAFT 15 DRAFT 3.2 Department Resource Considerations:
There are many ways to determine standards for the cost of operations of facilities. For the
purposes of this program plan, this analysis was accomplished using APPA benchmark
guidelines without overlaying and interrelationship factors. Data collected in an exhaustive
study on the facilities to develop a total cost of ownership proved to be extremely useful.
FP&PO Maintenance Department:
Staffing needs in the Maintenance Department are currently predicated on a
baseline service, driven by service requests from faculty/end users and deferred
maintenance services. There is limited preventative or scheduled maintenance work
accomplished due to the lack of staff and resources.
The Association of Higher Education Facilities Officers (APPA) defines facilities
maintenance into 5 levels. These levels are:
™ Level 1 – Showpiece Facility (highest)
™ Level 2 – Comprehensive Stewardship (Recommended)
™ Level 3 – Managed Care
™ Level 4 – Reactive Management
™ Level 5 – Crisis Response
APPA Standard Facilities Maintenance:
Level 1
Showpiece
Facility
(highest)
Level 2
Level 3
Level 4
Level 5
Comprehensive Managed Reactive
Crisis
Stewardship
Care
Management Response
(Recommended)
APPA Staffing 45,000 –
55,000 – 65,000
Levels
55,000 S.F.
S.F.
Current
Staffing Levels
per FTE
Additional FTEs
recommended to meet
level 2:
65,000 –
75,000
S.F.
75,000 –
85,000 S.F.
85,000 &
over S.F.
80,000
3.3
Conclusion:
Three and one third additional maintenance staff would be needed in order to meet
the APPA recommended staffing level 2, “Comprehensive Stewardship” based upon
square footage of existing college facilities.
16 DRAFT FP&PO Grounds Department:
Staffing in the Grounds Department is allocated into areas of assignments with five
zones consisting of 165 acres on the Aptos campus and approximately 1.5 acres on
the Watsonville campus. Each zone is prioritized with standards of care from
premiere to minimal service (see Cabrillo College Grounds Department Operations
Plan & Procedures Manual).
APPA estimates that 8-10 acres of landscaped property will require 1 FTE of staffing
to adequately maintain and prevent loss of plantings/investment and 15-18 acres of
non-landscaped property require 1 FTE of staffing in order to maintain property and
prevent hazardous conditions.
The follow table provides a guideline for current Grounds Department coverage and
recommended FTE staffing.
Grounds
Department
Staff
Current
Acreage Per
Employee
Landscaped
Property
per
employee
Non-landscaped
property per
employee
APPA
Recommended
Acreage Per
Employee
Recommended
FTEs
1 Lead
Grounds
keeper
N/A
N/A
N/A
0
0 additional FTE
to meet
standards.
1 Grounds
Specialist
30
22
8
8-10 L.
15-18 N.L.
1 additional FTE
needed to meet
standards.
3 Grounds
keepers
128.5/3=43
23
20
8-10 L.
15-18 N.L.
4 additional FTE
needed to meet
standards.
Note: approximately 8 acres of District property is not tended to at all due to access/need.
Conclusion:
Five additional grounds staff are needed in order to meet the recommended
standard for coverage landscaped and non-landscaped property.
17 DRAFT FP&PO Custodial Department:
APPA (Association of Higher Education Facilities Officers) provides cleaning
standards guidelines for establishing adequate staffing levels for custodial services.
The custodial department currently covers approximately 34,000 S.F. per employee
as opposed to 26,000 S.F. per employee in 2001.
APPA’s cleaning standards from APPA’s Custodial Staffing Guidelines in square feet
for Educational Facilities is as follows:
APPA Standard
Space
Level 1
Orderly
Spotlessness
Level 2
Ordinary
Tidiness
Level 3
Level 4
Level 5
Casual
Moderate Un-kept
Inattention Dinginess Neglect
Classroom with hard
floor
8500
16700
26500
39500
45600
Classroom, hard floor, 4700
high use
9600
10100
2100
22900
Classroom, carpeted, 5100
high use
12700
13400
17900
18800
The following table provides a breakdown of Total Cost of Ownership percentages
on flooring by square feet per employee relative to APPA level standards:
Cabrillo
Cabrillo
Square Feet APPA Level
Actual
Total number
College
College
per
2 Ordinary
/ APPA
of additional
Carpeted
Hard Floor
Employee*
Tidiness
level 2
Staff
Surfaces
Surfaces
recommended
by APPA
47.5%
32,300
12,700
2.5
52.5%
35,700
16700
2.1
Average:
2.3
27.5
Note: * the formula for determining ratio of carpet vs. hard floor surfaces = 34,000*% of surface*2.
Based upon APPA standards and data from the total cost of ownership for Cabrillo
College, the custodial department is staffed to meet only the level 5 (Unkept/Neglect) for hard surfaces and Level 4 (Moderate Dinginess) for classrooms
with carpet.
Conclusion:
The staffing levels of the college are inadequate to meet the APPA level 2 for
custodial services and increases of 27.5 positions are recommended.
18 DRAFT FP&PO Administrative Services:
Administrative staffing levels are a critical consideration to any operation, especially
relative to base or tribal knowledge of a facilities program. FP&PO administrative
services currently consist of one administrative assistant and one part time hourly
division accounting specialist.
The role of the administrative assistant is to support the Director of FP&PO;
however, this role is diverted by the daily needs of the entire college and outside
user groups. Other diversions include the daily functions of the work order system,
the distribution of fleet vehicles, outside vendor activities / access to facilities, and
acting as the receptionist for FP&PO.
The role of the division accounting specialist part time hourly is heavily diverted by
the capitol construction activity but also manages its intended function of supporting
the accounting needs associated with scheduled maintenance projects and daily
accounting of FP&PO.
In order to determine adequate administrative staffing levels, APPA recommends
using a cost per square foot formula as shown in the table below:
Total Outside
APPA
*Current cost per
Difference in
Gross Square Feet recommended cost square foot
APPA-Current
(OGSF)
per square foot
cost * OGSF
817,615
$0.47
$0.33
$114,466
Note: *Cost per S.F. determined by cost of Admin Assist., part time hourly DAS, Cust. Sup., Assist. Dir. positions / total
outside gross square feet.
Conclusion:
One way to meet the APPA recommended administrative staffing levels would be to
relieve the administrative assistant position by providing a reception/work control
position.
19 DRAFT Operating Budget:
The operating budget for FP&PO consists of four primary categories that all have
restrictive and prescriptive aspects. These categories determine appropriate
resource allocation and are as follows:




General account $1.2m
One time funding for special projects $183k
Parking lot repairs/resurfacing/maintenance $400k
Scheduled maintenance (state / Cabrillo) $350k
APPA provides an approximate cost for general operating costs. The following table
provides a breakdown of these costs:
General Operating Costs (by O.G.S.F.)
PCAPPA
$4.42
*FP&PO
$2.63
Recommended increase:
$1.79
It is difficult for any institution to commit the recommended level of funding to the
operating budget for facilities, however; the cost to repair existing equipment greatly
out ways the cost of replacement value.
Fusion Cabrillo College facilities assessment:
Facility Condition:
Estimate Cost:
$22,063,975.12
Additional Cost:
$25,755,400.06
Repair Cost:
$47,819,375.18
Replacement Value:
$376,752,146.60
FCI%:
12.69%
Note: this table provides an overview of total repairs to facilities established in 2009
Conclusion:
Operating funding should be increased to in order to reduce the long term
declination of facilities and prevent higher future costs.
20 DRAFT 3.3
Recommendations and Program Plan Goals
Utilize all available resources within the structure of FP&PO to assist the District in
maintaining facilities. Resources include planning tools such as the total cost of ownership
and critical needs lists as well as the programs and practices such as the new work order
system and office policies supported by its staff.
Staffing should be increased to meet the APPA recommended levels as identified in the
department resource considerations section of this report and as outlined in the table below.
Maintenance
Department
Recommended
3.3
FTE
Fiscal Impact
$182,480
Grounds
Department
5
Custodial
Department
27.5
Administrative
Services
TBD
$253,517
$907,591
$114,466
Note: Fiscal impact is based upon current staffing budgets / recommended FTE.
21 Operating
Budget
40%
$1.79 S.F.
DRAFT 3.4
Five Year Plan
Goal
Make critical repairs
to facilities
Strategy
Utilize TCO and
critical needs list to
determine priorities
Improve Energy
Efficiency
Continue to identify
inefficiencies and
target corrective
measures
Improve Services to
Staff and Faculty
Implement new work
order system –
cosponsored w/ IT
Install security
cameras where
effective to reduce
loss/injury
Review access
needs and develop
viable approach that
allows for security
and ease of
operation
Identify remaining
District needs and
prioritize projects list
To insure adequate
support for
operation of facilities
Improve security
Improve
building/room
access
Complete
expenditures of
Bond funds
Identify Staffing
levels
Timeline
Five year plan /
ongoing – see
critical needs list for
detailed timeline
Ongoing –
Technology
advancements will
continue to drive this
process
Begin in 2013 with
full implementation
by spring 2015
This will occur as
renovation work
allows
Target 2016
Cost
$12.5m subject to
resource limitations
and competing
district needs
Use existing funding
and apply for state
funds i.e. prop 39 –
reinvest rebates
Staff may be needed
at start up - TBD
Incorporate into
standard cost of
remodels as budget
will allow
Staff time to
evaluate
implementation cost
TBD
2014/15 fiscal year
Remaining Bond
funds
Review annually
through 2018
See Recommendations
and Program Plan
Goals table above
“According to recent APPA FPI survey data, institutions strive to perform at a
maintenance level at least one up from their funding level. It is almost expected, but in
reality that the level can only be accomplished longer term with capital infusions to
supplement underfunded annual budgets.” See APPA Operational Guidelines for Educational Facilities
– Maintenance, second addition
“With well-managed ongoing strategic maintenance and assessment, and a financial
partnership of these timed capital infusions toward a long-term commitment, the
facilities department can in fact help an institution survive difficult financial times.” See
APPA Operational Guidelines for Educational Facilities – Maintenance, second addition
All services provided are in support of the instructional needs that improve student
learning.
22 DRAFT Appendix
I.
Outside comparisons
II.
College’s Facilities Master Plan:
http://www.cabrillo.edu/services/pro/masterPlan/cabrillo_fmp_final.pdf III.
Cabrillo College Education Master Plan Deliverable E5:
http://www.cabrillo.edu/services/pro/masterPlan/Cabrillo_Report_final.pdf IV.
Critical needs
V.
Total Cost of Ownership
23 Cabrillo College - FP&PO Critical Needs
Projects added October 2012 - Updated February 2013
riori Department
Recommended
Fund Source
Timeline
Current Projects
1 FP &PO
Bond
2013
100 MDF
1 FP &PO
Bond
2013
FP &PO
Bond
2013
2 FP &PO
TBD
2013
100 Heating and venting + duct
system replacement
100 Bldg. hallway door and office
remodel
Drinking Fountains College Wide
SM
2013
1000 bldg. Chiller
3 FP &PO
Parking lot
fund
2013
3 FP &PO
Bond
2013
Roads & Parking Repairs - Lot N
&J
Re-coat Bldg. 2000 & Storage
Bldgs. w/ Urethane coating
4 FP &PO
SM
2013
450 waste line repair/replace
1 FP &PO
SM
2013
Stair & Hand Rail Repairs
1 FP &PO
SM
2013
Door Repairs 400 building
5 FP &PO
TBD
2014
FP &PO
TBD
2014
FP&PO
TBD
2014
FP &PO
TBD
2014
Handicap Accessibility - lever
actuated door hardware on
remaining bldgs. (400, 500, 700,
1100, 1300, 1400, 1500, 1550,
1600, Wat.)
400 Building Classroom
renovation Approximately 14
classrooms + 35 offices + 2
restrooms
450 Bldg. classroom renovation 4
Classrooms + 9 offices + 2
restrooms
1500 Bldg. Classroom renovation
2nd floor 3 classrooms + 6 offices
+ 2 restrooms
FP &PO
FP &PO
TBD
2014
FP &PO
TBD
2014
6 FP &PO
TBD
2014
6 FP &PO
SM
2014
7 FP&PO
SM
2014
8 FP&PO
TBD
2014
4 FP &PO
TBD
2014
FP&PO
Fund 41
2014
1300 Bldg. Classroom renovation
6 classrooms + 8 offices + 2
restrooms
Parking lot repairs college wide
FP&PO
TBD
2014
Door repairs 450 Building
FP&PO
TBD
2015
Walkway & Stair rail Repairs
FP &PO
SM
2015
FP&PO
TBD
2015
Upper Campus Water Valve
repair/replace
Paint 1000 building interior and
exterior
FP&PO
Fund 41
2015
Parking lot repairs college wide
FP&PO
TBD
2015
100 & 900 Door repairs
FP&PO
TBD
2015
Walkway & Stair rail Repairs
FP &PO
TBD
2016
FP &PO
TBD
2016
FP &PO
TBD
2016
FP&PO
SM
2016
HVAC controls & equipment
repair/replacement 1400 Bldg.
HVAC controls & equipment
repair/replacement 1500 Bldg.
HVAC controls & equipment
repair/replacement 1600 Bldg.
Paint 1100 building interior and
exterior
FP&PO
SM
2016
1600 Bldg. Classroom renovation
5 classrooms + 6 offices + 2
restrooms
1400 Bldg. Classroom renovation
4 classrooms + 9 offices + 2
restrooms
HVAC controls & equipment
repair/replacement 1550 Bldg.
Replace Lighting/Ballasts
Watsonville Center
2500 metal exterior framing
repairs
Paint 400 building interior and
exterior
Paint 1500 building interior and
exterior
FP &PO
TBD
2016
FP&PO
Fund 41
2016
Security (cameras, alarm systems,
key system)
Parking lot repairs college wide
FP&PO
TBD
2016
500 & 700 Door repairs
FP&PO
TBD
2016
Walkway & Stair rail Repairs
FP &PO
SM
2017
Lower Campus Water Valve
repair/replace
FP&PO
TBD
2017
Paint 1300 building interior and
exterior
FP&PO
TBD
2017
Paint 1600 building interior and
exterior
FP&PO
Fund 41
2017
Parking lot repairs college wide
FP&PO
TBD
2017
1500 & 1600 Door repairs
FP&PO
TBD
2017
Walkway & Stair rail Repairs
FP &PO
TBD
2018
FP &PO
TBD
FP &PO
SM
FP &PO
TBD
2018
2018
2018
Underground sewer lines upper
campus repair/replace (200, 300,
350, 500, 600, 700, 800, 900 &
1000)
Water Tank
Relamp/ballasts Aptos Campus
Sheetmatel flashing and Gutter
replacement upper campus
1 FP&PO
TBD
2018
Paint 1400 building interior and
exterior
FP&PO
Fund 41
2018
Parking lot repairs college wide
FP&PO
TBD
2018
Upper Perimeter Road Repairs
FP&PO
TBD
2018
1300 & 1400 Door repairs
FP&PO
TBD
2018
Walkway & Stair rail Repairs
9 FP&PO
TBD
2018
repair/service transformers and
electrical systems
Appendix IV.
Status
In Process - Rough estimate – Scope will need to be
developed as well
In Process - Rough estimate – Scope will need to be
developed as well
Funds needed
$247,720
IT
$300,000
HVAC
Counseling requested two prices - hallway door =
$6,569 and office relocation = $54,382
$60,951
In Process - Rough estimate – Scope will need to be
developed as well
coils in need of replacement - recommend complete
overhaul including compressor -Installed in 1995
w/ average life span 15-20 yrs
Rough estimate – Scope developed - going out for
informal bids (added $50,000 for lot J)
$50,000
If this work is not completed in the target year
further damage to the substrate will cause
additional damage and cost to replace
Old cast iron pipes are failing and require saw
cutting floor removal and replacement. Some
sleaving may be accomplished in under slab and
clay pipes - recommend replacement of restroom
fixtures and partitions
700 Building hand & stair rails are deteriorated and
require replacement
400 building has numerous doors that require rebuilding and/or replacement (71 doors)
In Process - Rough estimate – Scope will need to be
developed as well
Type
Renovation
Plumbing
$150,000
HVAC
$164,720
Roads
$70,000
Roofing
$180,000
Plumbing
$65,000
$45,000
Renovation
Doors
$300,000
ADA
In Process - Rough estimate – Scope will need to be
developed as well
$900,000
Renovation
In Process - Rough estimate – Scope will need to be
developed as well
$292,000
Renovation
In Process - Rough estimate – Scope will need to be
developed as well
$228,000
Renovation
In Process - Rough estimate – Scope will need to be
developed as well
$308,000
In Process - Rough estimate – Scope will need to be
developed as well
$292,000
Renovation
Renovation
The boiler that operates this building and the
associated components are over 30 years old and
require a complete overhaul
This work is an essential function of the space and
reduces energy consumption
$80,000
Rust has deteriorated large sections of exterior
metal and needs to be cut out and replaced
$50,000
All interior and exterior of the building needs paint
in order to prevent the substrate from failing further
HVAC
$75,000
Electrical
Renovation
$100,000
Paint
In Process - Rough estimate – Scope will need to be
developed as well
$364,000
Renovation
Resurfacing of parking lots and interior roads will
be necessary in order to maintain access to the
college
450 building has numerous doors that require rebuilding and/or replacement (31 doors)
400 Building hand & stair rails are deteriorated and
require replacement
Numerous buildings on upper campus can not be
isolated due to water valve failures
$450,000
All interior and exterior of the building needs paint
in order to prevent the substrate from failing further
$125,000
Parking
$35,000
$35,000
Doors
Renovation
$250,000
Plumbing
Paint
Resurfacing of parking lots and interior roads will
be necessary in order to maintain access to the
college
100 & 900 building has numerous door/hardware
that require re-building and/or replacement (100 =
51 doors 900=66 doors)
500 Building hand & stair rails are deteriorated and
require replacement
Replace existing HVAC systems
$450,000
Parking
$175,000
Doors
$45,000
Renovation
$250,000
HVAC
Replace existing HVAC systems
$250,000
HVAC
Replace existing HVAC systems
$150,000
HVAC
All interior and exterior of the building needs paint
in order to prevent the substrate from failing further
$125,000
Paint
All interior and exterior of the building needs paint
in order to prevent the substrate from failing further
$125,000
Paint
In Process - Rough estimate – Scope will need to be
developed as well
$1,500,000
Resurfacing of parking lots and interior roads will
be necessary in order to maintain access to the
college
500 & 700 building has numerous door/hardware
that require re-building and/or replacement (500=55
700=56 doors)
1500 Building hand & stair rails are deteriorated
and require replacement
1400, 1500, 1550 & 1600 buildings on lower
campus can not be isolated due to water valve
failures and/or lack of exercise
All interior and exterior of the building needs paint
in order to prevent the substrate from failing further
$450,000
Access
Parking
$185,000
Doors
$75,000
Renovation
$150,000
Plumbing
$25,000
Paint
All interior and exterior of the building needs paint
in order to prevent the substrate from failing further
$35,000
Paint
Resurfacing of parking lots and interior roads will
be necessary in order to maintain access to the
college
1500 & 1600 building has numerous
door/hardware that require re-building and/or
replacement (1500=56 1600=20 doors)
1500 Building hand & stair rails are deteriorated
and require replacement
Old cast iron pipes are failing and require saw
cutting floor removal and replacement. Some
sleaving may be accomplished in under slab and
clay pipes - recommend replacement of restroom
fixtures and partitions
Replace existing water tank on well system
Numerous buildings on upper campus have ridge
vent flashing and gutters that will need repair or
replacement
All interior and exterior of the building needs paint
in order to prevent the substrate from failing further
$450,000
Parking
$135,000
Doors
$75,000
Renovation
$450,000
Plumbing
$250,000 Plumbing
$250,000 Electrical
$200,000
Renovation
$45,000
Paint
Resurfacing of parking lots and interior roads will
be necessary in order to maintain access to the
college
Sloughing of the hillside above the upper perimeter
road is threatening and needs to be addressed
$450,000
Parking
$500,000
Parking
1300 & 1400 building has numerous
door/hardware that require re-building and/or
replacement (1300=22 1400=20 doors)
900 Building hand & stair rails are deteriorated and
require replacement
$75,000
Doors
$125,000
Renovation
$225,000
Electrical
$12,437,391
Custodial CASBO Workload Formula The California Association of School Business Officials (CASBO) Formula is a staffing method that was developed to calculate the number of custodians required to maintain individual school buildings. It uses workload ratios or factors relative to varying conditions. The CASBO formula is described as follows: One custodian for every eight teachers (teacher factor) Plus One custodian for every 225 pupils (pupil factor) Plus One custodian for every 11 rooms to be cleaned (room factor: approximately 1,000 square feet rooms) Plus One custodian for every 15,000 square feet of building area (square footage factor) Divided by Four Equals the number of custodians required to clean building Grounds The formula for determining staff levels for grounds maintenance should be based on two types of grounds personnel – those who perform general grounds functions such as mowing, gardening, and trimming, and those who care for athletic fi elds or other specialized open space features. In many school districts, general grounds functions are performed by school custodians, while maintenance of large open areas and athletic fi elds 76 Florida Center for Community Design + Research are maintained by district grounds crews. At some smaller school districts and community colleges it is more typical for a single crew to provide all required grounds services for the entire facility. The following formula is recommended for determining the number of specialized grounds keepers and athletic fi eld grounds keepers for educational facilities. Total acreage of school facility Divided by 40 Plus 1 FTE grounds keeper Plus 1 FTE grounds keeper per 500,000 square feet athletic fields Equals Total number of grounds personnel Cat 1 Landscaped Acres Building 900 Kitchen
Building 350 Photolab
Building 1700
Sesnon Kitchen
Press Box
Weight rm. Bldg. 1100
Building 600 Ext.
Building 2500/2600
Square
Footage
1,110
7,860
3,174
900
995
1,116
560
3,699
Pool Training Building
1,307
1999
Swimming Pool larger
Building 850
25%
5,424
1600
1,400
1,000
1999
1999
1999
1999
2000
420,000*
2000
Horticulture Center
Hort. Green Houses
Baseball Concession
Warehouse
Building 1200
Student Activities Center
Health & Wellness Center
VAPA Complex
300 Building Classroom Renovation
Watsonville Green Tech Center
12,809
12,780
500
40,000
4,500
50,000
58,925
126,000
14,740
14,000
2001
2001
2004
2005
2005
2007
2010
2010
2011
2012
Grand Total:
364,399
Building
7 Elevators added
Infant Center
A&B Parking
Year Added
1992
1995
1995
1997
1998
1998
1998
1999
Comments
1600 SF Offices 1 floor
A “Key Performance Indicator” (KPI) in the Cabrillo College Strategic Plan (formerly called College Master Plan): Cabrillo College Master Plan Deliverable: Est. Kilowatt hours (kWh) of electricity used per square foot 2000 2007 2008 2009 2010 sq' 533,000 sq' 3,261,990 kWh 548,700 sq' 671,000 sq' 6,027,489 6,816,934 Cost kWh per sq' 6.12 11.00 10.16 728,000 sq' 7,402,868 $907,751
10.17 2011 785,688 sq' 6,914,629 785,688 sq' 6,751,660 $884,000
8.80 $850,969 8.59 Note: Aptos campus only. Sources: PG&E; Facilities Planning & Plant Operations. Change in Kilowatt Hours Used Per Square Foot, 2007 ‐ 2011 (Aptos Campus) 2007‐2008 ‐7.6% 2008‐2009 0.001% 2009‐2010 ‐13.5% 2010‐2011 ‐2.4% Exerpt from Cabrillo’s Climate Action Plan, due January 2013: Electricity Cabrillo College purchased 6,751,660 kWh of electricity in 2011. Electricity use at Cabrillo rose to a peak in
2009 (kWh) and has dropped for the last two years. Cabrillo consumed 2,024,000 kWh in 1990. Cabrillo’s
electricity use more than doubled from 2000-2009, from 3,261.990 in 2000 to 7,402,868 kWh in 2009. In
2008, it is estimated that Cabrillo’s use of electricity produced 2,052 metric tons of CO2. The estimate for
2011, of 1,499 mteCO2, represents a 27% reduction in GHG emissions related to electricity use.
Natural Gas Cabrillo College purchases natural gas from the Department of General Services (DGS) Natural Gas Services
for heating buildings, water and the pool. In calendar year 2011 alone, Cabrillo consumed 392,700 therms of
natural gas, producing 2,079 metric tons of carbon dioxide. The spike in winter months, particularly December,
suggests several recommendations for Cabrillo’s comprehensive energy conservation plan. Our gas use has
increased every year since 2006. However, our usage per square foot declined from a high of 0.060 therms
per square foot in 2006 to a low of 0.049 in 2010; we used 0.050 therms per square foot in 2011.