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Facility Master Plan June 10, 2013

Cabrillo College Facilities Master Plan

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Letter From The President

In 2012, the college community recognized the need to plan for the next phase of renovation, remodeling and possible

construction for future state or bond-funded building projects. To be effective, these facilities plans must be guided by

a thoughtful, quantitative and qualitative Educational Master Plan that is also informed by a respect for the future and

an appreciation for the present needs of our community.

The planning began almost one year ago with a thorough review of our programs and departments, assessment of

external needs and trends that resulted in projections of the curriculum and program development required to achieve

the future we envision. This information was in turn used to project the facilities needed to house relevant educational

programs and services. The result is an Educational and Facilities Master Plan in which form follows function. It

provides a proactive plan that will enable Cabrillo College to continue meeting the community’s expectations and to

offer higher education in a positive institutional environment while preserving the natural beauty of the campus.

I wish to thank the many faculty, staff, and administrators who devoted hours of service to provide critical information and insights to produce this strategic

document. The Cabrillo College Educational and Facilities Master Plan will allow us to actualize our vision of the future, meet our mission and goals, and serve our

increasingly diverse community with quality, relevance, and commitment as we move into the next decade.

Respectfully,

John E. Hendrickson

Interim Super Intendant / President

Cabrillo College

// Letter From The President


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VisionCabrillo College is passionate about developing critical thinking, honing oral and written communica-

tion and enhancing global awareness while cultivating personal and professional responsibility in our

students. Exploration, innovation, creativity and implementation of a variety of teaching methods,

including technology literacy, are hallmarks of our approach to learning. We help students of varying

skill levels achieve their potential, and consider everyone in the college part of a community of learners

who are treated with dignity and respect. Cabrillo College supports a climate of diversity, self-empow-

erment and sustainability, with a strong sense of social justice.

As an integral part of Santa Cruz County, Cabrillo College is an accessible gateway to prosperity that

provides education for all, supporting the local economy, and improving economic vitality. We serve

students who have goals of transfer, career preparation, basic skills, personal fulfillment and retraining

through an inclusive and effective learning environment. Students will leave with greater knowledge

and a richer expectation of themselves.

Mission StatementCabrillo College is a dynamic, and

responsive educational community

dedicated to helping all students

achieve their academic, career,

and personal development goals.

// Mission Statement


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Table of Contents

// Table of Contents

Letter From The President 2

Vision Statement 3

Mission Statement 3

Introduction & Methodology 5 Introduction 5 Purpose 5 Objectives Of The Plan 5 Planning Criteria 5 Methodology 6 Planning Process 6 Nomenclature 6

Overview & Existing Conditions Summary 7 Overview 7 Master Plan Scope 7 Historical Perspective 7 Milestones 8 Core Educational Programs 9 Secondary Effects 9 Existing Conditions 10 Transportation 10 Parking 10 Accessibility 10 Security and Safety 11 Maintenance 11 Facility Conditions 11 Grounds & Approaches 11 Buildings Exterior 12 Buildings Interior 12 Roofs 12 Mechanical Systems 13 Electrical Systems 14 Plumbing Systems 14 Fire Protection 14 Communication 14 Signage and Way Finding 14 Information Technology 15 Facilities Scheduling 15

Physical Capacities 15 Facilities Utilization 16 Inactive Spaces 16

Master Plan Recommendations 17 Overview 17 Aptos Campus 17 Watsonville Center 17 Goals & Objectives 17 Design Criteria 17 Planning / Design / Construction Process 18 Maintenance 18 Secondary Effects 19 Funding 19 Health & Wellness Modernization 19 Miscellaneous Projects 20 Opinion of Probable Costs 20 Phasing Plan 21

Systems & Controls 22 Total Cost of Ownership 22 Definition 22 Purpose 22 Objectives 22 Format 22

Appendices 23 Plans 23 Aptos Campus Plan 23 Watsonville Center 24 Tables 25 Building Utilization Summaries 25 Building Conditions Matrices 29 Space Allocation Summaries 32 Space Allocation Forecast 43 Maintenance Schedules 46 Total Cost of Ownership Models 47 Terminology 49 Source Material 52 Acknowledgements 52

// Introduction & MethodologyCabrillo College Facilities Master Plan

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Introduction & Methodology

IntroductionPurposeThe purpose of the Facilities Master Plan (FMP) is to provide a guide for future

campus development. The Plan describes a path for the District to improve

existing facilities to meet their educational goals and objectives.

The Plan should be viewed as a flexible and dynamic document being reviewed

on a periodic basis as the economy changes, student needs evolve and new

educational trends emerge.

The Plan, above all, must reflect the courses of action described in the Educational

Master Plan. The success of the Plan will be measured by the commitment to

adherence and implementation from all stakeholders of the college.

Objectives of the PlanThe objectives of the Facilities Master Plan are as follows:

§ Evaluate, on a macro level, existing facilities qualitatively for the purpose of

identifying the extent of renovation required to provide cost efficient and

serviceable space to meet educational needs.

§ Evaluate existing facilities quantitatively for the purpose of evaluating the

efficient utilization of space to meet educational needs.

§ Develop a plan that addresses facilities modifications and renovations that

supports the goals of the Cabrillo College’s 2013 Educational Master Plan.

Planning CriteriaThe fundamental requirement of this Facilities Master Plan is to validate and

support the findings of the 2013 Educational Master Plan. The planning criteria

was developed from a thorough data collection process that included reviewing

substantial amounts of qualitative and quantitative data. The goal of the analysis

was to determine present and future facility needs, wants and desires for the

college. This evaluation is not limited to space needs but encompasses the

quality of the environment and maintainability and sustainability of the physical

plant.

// Introduction & MethodologyCabrillo College Facilities Master Plan

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MethodologyPlanning ProcessOnce the Scope of the Plan was clearly defined, the process involved the

execution of a systematic series of tasks:

§ Data was gathered through examination of archival records and documents,

interviews with key personnel and a field survey.

§ Data in the form of existing documentation was gathered and reviewed

with the specific purpose of identifying previously established goals and

objectives. These documents include:

» 2009 Cabrillo College Space Plan Concept

» 2013 Cabrillo College Educational Master Plan

» 2013 Space Inventory

» Five Year Construction Plan

» Selected Archival Record Documents

§ The data was compiled in a format that facilitated the development of

analysis, assessments and conclusions.

§ The site and existing facilities were physically surveyed at a macro level for

the purpose of establishing a baseline for future renovation or modernization.

NomenclatureAs a matter of convenience and for purposes of this discussion the Aptos

Campus will be characterized as the Aptos-Hillside (the facilities located North

of Soquel Avenue), and Aptos Campus–Oceanside (the facilities located to the

South of Soquel Avenue).

// Overview & Existing ConditionsCabrillo College Facilities Master Plan

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Overview & Existing Conditions

OverviewMaster Plan ScopeCabrillo College provides courses of instruction at three locations, Aptos,

Watsonville and Scotts Valley. The facilities located in Aptos and Watsonville

are owned and maintained by the College and are part of the Space Inventory

on file with the State Chancellor’s Office. The facilities located in Scotts Valley

are leased while the district determines a more permanent facility and therefore

are not maintained by the College. Consequently, Scotts Valley is not part of the

Space Inventory. As a result, the scope of this Facilities Master Plan focuses on

the Aptos Campus and Watsonville Center.

Historical PerspectiveCabrillo College is one of the 112 community colleges in the California community

college system. The formation of a community college for Santa Cruz County

was approved in 1958. The college’s Governing Board was elected in 1959 and

approved the name of the institution of Cabrillo College.

The initial student body, in 1959, consisted of 800 freshman students at

Watsonville High School. In 1960 a sophomore class was added.

Construction of college facilities falls into 3 major segments, all related to 4 Bond

Measures.

The first Bond Measure, in the amount of $6.5 million, passed in 1960 funded

the acquisition of the initial campus land and constructed the first 9 buildings.

With the exception of the Gymnasium, all of these buildings were sited on the

Hillside of Soquel Drive.

The second Bond Measure, in the amount of $1.1 million, passed in 1965, funded

3 additional buildings, all of which are sited on the Hillside of Soquel Drive.

The third Bond Measure, in the amount of $3 million, passed in 1972. These

funds were coupled with matching funds from the State Community College

Construction Fund and were used to purchase 20 acres on the Oceanside of

Soquel Drive and 5 buildings were constructed.

The fourth Bond Measure, in the amount of $85 million, passed in 1998. These

funds were used primarily for renovation and included such projects as the

construction of Watsonville (3 story bldg. now bldg. A), Horticulture, parking

structure A/B, swimming pool, road re-alignment, resurfacing existing roads and

parking lots, 21 KV phase I & II electrical upgrades, infrastructure and multiple

small project work .

The fifth Bond Measure, (Measure D) in the amount of $118.5 million, passed

in 2004. Funds from this Bond Measure were supplemented by an array of

matching funds from Federal, State and Private sources in the amount of $41.4

million. These funds were used to construct the Visual and Performing Arts

(VAPA) Complex, Health & Wellness Center, Student Activities Center as well as

complete a variety of infrastructure and building improvements and upgrades.

Also included were funding the growth of the Watsonville Center, and instituting

programs in Scotts Valley.


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Milestones1960 Funding Source:

§ $6.5 million Bond

Land Acquisition:

§ Aptos site purchased (Hillside of Soquel Avenue)

1961 Construction (Phases 1, 2 & 3):

§ Building Nos. 100, 200, 300, 500, 600, 700, 900, 1000 & 1100

1965 Funding Source

§ $1.1 million Bond

1966 Construction (Phase 4):

§ Building Nos. 400,450 & 800

1972 Funding Sources:

§ $3 million State Community College Construction Funds

§ $3 million matching Bond

Land Acquisition:

§ 20 acres at Aptos purchase (Oceanside of Soquel Avenue)

Construction:

§ Building Nos. 1300, 1400, 1500/1550 & 1600

1987 Watsonville Center opened

1990’s Construction

§ Remodel of Building Nos.:

» 350 (Photo Lab), 900 (Cafeteria Kitchen), 1000 (LRC Expansion),

1700 (Baskin Childcare), 1800 (Sesnon House Restoration)

1993 Watsonville Post Office remodeled

1998 Funding Source:

§ $85 million Measure C Bond

Construction:

§ Miscellaneous Campus repairs, renovations & expansion

§ 2 story parking structure & road realignment (accommodation

for Student Activities Center and the Visual and Performing Arts

Complex)

2002 Environmental Horticulture Center & Botanic Garden opened

2004 Funding Sources:

§ $118.5 Measure D Bond

§ $41.4 Matching Funds

Purpose:

§ Watsonville Center Expansion

§ Create Scotts Valley Presence

§ Aptos Campus Expansion

§ Classroom Improvements

2005 Acquisition:

§ Watsonville Library

Construction:

§ Health & Wellness Center

§ Student Activities Center

2008 Construction:

§ VAPA Complex

§ VAPA 2000 (2D Art)

§ VAPA 3000 (3D Art)

2009 Construction:

§ VAPA Complex

§ VAPA 4000 (Crocker Theater)

§ VAPA 5000 (Spangler Hall)

2011 Construction:

§ Remodel of 300 Building

2012 Construction:

§ Solari Green Technology Center

§ Arts Education Classrooms

§ Campus-Wide Signage

§ Campus-Wide Fire Alarm Improvements

§ Campus-Wide Handicap Accessibility

§ Campus-Wide Safety

§ Parking Improvements

§ Classroom & Laboratory Renovations

§ Infrastructure

§ Watsonville Classroom Expansion

§ North County (Scotts Valley) Center

2013 Construction:

§ Remodel of Building Nos.:

» 800 (Stern Center), 600 (Bio/Chem Lab)


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Core Educational ProgramCabrillo College provides educational opportunities in 5 major programs.

§ Business, English & Language Arts (BELA)

§ Human Arts & Social Science (HASS)

§ Natural & Applied Science (NAS)

§ Health, Athletics, Wellness & Kinesiology (HAWK)

§ Visual & Performing Arts (VAPA)

From the perspective of the facilities master plan, the desired goal is to

consolidate component programs within core areas. The construction of

the Health & Wellness Center and the Visual and Performing Arts Complex

represent a major step in that direction. With the completion of those projects, a

number of component elements were relocated to the new facilities. The spaces

vacated by the relocation provide the opportunity to consolidate and centralize

components of other core programs. Future facilities related projects will be

geared to accomplishing this objective.

Secondary EffectsThe funds provided by Bond Measure D and related matching funds initiated a

number of major projects, specifically:

§ Health & Wellness Center

§ Student Affairs Center

§ Visual and Performing Arts Complex

The completion of the projects allowed for the consolidation of the constituent

programs for each center. For example:

§ Arts related programs previously located in Building Nos. 200, 300, 350, &

450 have relocated to the VAPA Complex.

§ Health related programs previously located in Building Nos. 600, 1100, 1500,

1550 & 1600 have relocated to the Health & Wellness Center.

§ Student Services related programs previously located in Building Nos. 800,

900 & 1000 have relocated to the Student Activities Center.

§ Relocation of academic programs from The 400 & 700 Buildings will

necessitate some realignment, as well as provide the opportunity to

modernize classrooms and laboratories.

As a result of the consolidation, a significant amount of space was made

available for other uses. This collection of vacant space is commonly identified

as Secondary Effects. The objective is to remodel and modernize these spaces

to provide additional Classroom, Laboratory and Office space.

A significant benefit to the newly available spaces is that it provides the

opportunity for the other divisions to consolidate their operations into logical

clusters. To date, some of these goals are in process while others have already

been achieved:

§ STEM, a 2011 Federal Title III grant funded the realignment and

modernization of the 800 Building for classrooms and laboratories for use

of NAS related programs. The 800 Building is scheduled to come on-line

fall 2013 and has had generous donations from the Peggy and Jack Baskin

Foundation.

§ A portion of the 600 Building is being remodeled and modernized for

chemistry and biology laboratories. These spaces are scheduled to come

on-line for spring 2014 classes.

§ The 300 Building was renovated as a portion of the Measure D Bond funding.

§ A portion of the 450 Building has been renovated as classrooms for use by

BELA programs.

The most significant challenge generated by Secondary Effects is the disposition

of the 200 Building. The building previously housed the Theater and Performing

Arts programs. It is a 34,870 GSF building containing 18,353 ASF, which

translates to a utilization factor of 52.6% which is far below the 68.8% campus

average. The existing HVAC System needs replacement. The Assignable Square

Footage for this building is currently designated as inactive space.


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Existing ConditionsTransportationMost students drive to campus and the existing traffic patterns make it

challenging to access the Aptos Campus and the Watsonville Center.

Aptos Campus:

The Aptos Campus is served directly by public transportation with two bus

stops on each side of Soquel Avenue. Recent budget constraints have reduced

the number of daily stops.

Watsonville Center:

The transit stop nearest to the Watsonville Center is located on East Lake Street

approximately two blocks from the facility.

ParkingAptos Campus:

A number of parking lots are scattered throughout the campus, including two

parking structures, one each at the East and West ends of the Hillside campus.

As a general statement, there is a parking deficiency as a number of cars

park roadside along the perimeter roads. Additionally, parking becomes more

challenging for classes scheduled later in the day.

Watsonville Center:

Watsonville Center, being an urban site, has very limited parking. On-site parking

is limited to staff parking. There are two public parking lots located on Union

Street which are within walking distance of the Watsonville facilities.

AccessibilityAptos Campus:

Given the hillside siting of the campus, accessible paths of travel present a

challenge. There are numerous elevators throughout the campus to provide

access to the various levels and grades. However, in some instances it is

necessary to take more than one elevator to arrive at a desired destination.

There is an east-to-west corridor which allows for ease of travel and is identified

on strategically placed kiosk and campus maps. There are sections of the upper

campus that have not yet been addressed beginning at the west end of the quad

through parking lot D and challenges exist when traversing north/south. Signage

identifying accessible paths of travel is minimal and consideration should be

given to expanding on that program so that they are clearly identified throughout

the campus (see signage program below).

As a general statement, restroom facilities that were constructed prior to 1990,

are not fully compliant with current accessibility requirements. Over time, many of

these existing facilities have been refurbished in an attempt to meet the intent of

the standards. Coupled with the aging condition of the plumbing infrastructure,

and “wear and tear” of the existing finishes and fixtures, these facilities need

to be renovated and in some cases reconfigured to meet all regulatory and

accessibility requirements.

Watsonville Center:

The Watsonville Center consists of relatively new facilities, having been renovated

or constructed within the last ten years. There are no apparent accessibility

issues related to this facility.


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Security and SafetyBurglar alarm systems are installed throughout the District. Video surveillance

systems are also in operation in some locations and additional systems have

been identified on new construction.

Aptos Campus:

The Aptos Campus has on-site security personnel. The campus security system

has been recently upgraded. Future campus modernization includes expansion

of the security camera system, which was part of the 300 and 800 Building

projects. Consideration is being given to expanding the card access system.

Watsonville Center:

The Watsonville Center does not have on-site security personnel. The college

recently entered into an agreement with the Watsonville Police Department to

provide security services at the Watsonville center. The campus is equipped

with security cameras, but could use additional equipment.

MaintenanceMaintenance & Operations maintains a Schedule of Critical Needs Maintenance,

projected out 5 years, that prioritizes and quantifies a list of identified maintenance

issues. With the recent expansion of the Aptos Campus, routine maintenance is

a significant challenge given the added square footage and budget constraints

for Maintenance and Operations services.

Facility ConditionsThe Building Conditions Matrix, found in the Appendices of this Plan, provides

a general rating of facilities located on campus. The discussion that follows

provides a narrative overview of the general conditions observed.

Grounds & ApproachesAptos Campus:

This campus is divided approximately in half by a major thoroughfare, Soquel

Avenue.

The original campus is located on the Hillside to the North of Soquel Avenue. The

grade differentials make pedestrian and vehicular traffic challenging. A number

of elevators are placed around this area of the campus to accommodate vertical

transportation, especially for the physically disabled.

Campus expansion, initiated in 1972, is located on the Oceanside to the South of

Soquel Avenue. The terrain on this side of the campus is much gentler and does

not require elevators for the disabled to traverse the campus grounds.

The campus landscaping is abundant and given the coastal environs is

considered vibrant. There are a substantial number of mature trees, including

pine, redwood, eucalyptus and oak. The entire campus presents a pleasant and

inviting environment.

Watsonville Center:

The Watsonville Center is in an urban setting being located across the street

from the Watsonville Plaza, which, in turn is the approximate center of the

commercial district.


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Buildings ExteriorAptos Campus:

The architectural vernacular for buildings constructed prior to 1972 consisted

of buildings that had pitched roofs and covered walkways, which for the most

part encompass the entire building. Access to classrooms, laboratories, offices

and other spaces was generally from the buildings exterior, thereby minimizing

the need for interior hallways. Finishes for these buildings were selected from

durable materials requiring minimal maintenance and upkeep. In general, all

building exteriors are in good, serviceable condition.

The architectural vernacular for buildings constructed after 2005 is best

described as early 21st century modern, which can be characterized as a

random arrangement of simple geometric shapes. The siding of these buildings

is metal cladding which is consistent with this style of building. It is important

to note that the lower sections of the VAPA siding are cement panels that are

subject to vandalism and will require constant repair and/or replacement. There

are no covered walkways associated with the newer buildings. The exterior

materials used for these buildings are durable and given their new construction

should require minimal maintenance for the foreseeable future.

The remaining structures on campus consist of two structures that appear

to predate the campus and a variety of modular structures that have been

assembled at intermittent points in time.

Watsonville Center:

The Watsonville Center consists of three buildings. Two of these buildings, the

Post Office and the Library, were remodeled to suit educational purposes. The

third building is the new Solari Green Technology Center. All of these buildings

have recently been refurbished or constructed and are constructed of durable

materials which should require minimal maintenance for the foreseeable future.

Buildings InteriorAptos Campus:

The buildings constructed prior to 1972 are in various states of condition. As

classrooms and laboratories have been renovated or remodeled, they have

been upgraded to accommodate the current technology. As funding allows, the

remaining classrooms will be updated and modernized.

Watsonville Center:

The Watsonville Center, being of relatively new construction or renovation,

provides currently accepted technologies and serviceable interiors.

RoofsAptos Campus:

The roofing systems of all of the buildings that predate 2000 have been replaced

and are considered to be in good condition with an expected remaining life of at

least 20 years. The buildings that post date 2000 are considered to be in good

condition and are not expected to require any significant repair or replacement

for the foreseeable future.

Watsonville Center:

Watsonville Center, being of relatively new construction or renovation have

roofing systems that are in good condition and should require minimal routine

maintenance for the foreseeable future.


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Mechanical SystemsAptos Campus:

All buildings, campus-wide, are served by “stand-alone” Heating Ventilating and

Air Conditioning (HVAC) Systems; that is to say that the equipment is dedicated

to the building it serves. There is no allowance for redundancy or backup in the

event of equipment failure. The Buildings that predate 2000 fall into two general

categories, the Hillside Buildings (100-1100) and the Oceanside Buildings (1200–

2600).

The Hillside Buildings, not including the Health & Wellness Center, Student

Affairs Center and Horticulture, are for the most part over fifty years old. With

the exception of the 200 & 1000 Buildings, all of these systems have had

relatively recent attention. These upgrades include repair, replacement and/or

reconditioning including upgrades to system controls and are not expected to

pose any significant capital expense for the foreseeable future. The 100 Building

is set to receive a new, and greatly needed, heating system. Additionally the 900

Building is in need of a new system. The 200 Building requires replacement of the

existing system and the 1000 Building has an aging chiller that is approaching

the end of its useful life that will need attention in the near term.

The Oceanside Buildings, with the exception of the 1100 Building and the VAPA

Complex, consist of “permanent” (non-modular) buildings that are, for the most

part, over forty years old and have had no major alteration from the original

system. It can be expected that, in the near term, these buildings will require

substantial upgrades, including equipment and controls replacement.

The HVAC systems that serve Health & Wellness, Student Activities Center,

Horticulture and the VAPA Complex are all relatively new and have been

designed for operating efficiency and can be expected to be serviceable for the

foreseeable future.

Watsonville Center:

The HVAC system serving Building B (Post Office) consists of old units and

needs replacing. The equipment serving Building A (Expansion) had major

service two years ago and is in relatively good condition. The units serving

Buildings C & D (Solari Green Technology Center) are new and can be expected

to be serviceable for the foreseeable future.


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Electrical SystemsAptos Campus:

There are no immediate concerns with the electrical systems as they are

functional and serviceable. Transformers require routine inspection and servicing

and need periodic replacement. The switchgear for the older buildings (pre

1972) is approaching an age where replacement parts will become problematic.

For facilities that undergo a major upgrade, this equipment should be replaced

as part of those projects.

Watsonville Center:

Other than routine maintenance, there are no major issues related to the

electrical systems.

Plumbing SystemsAptos Campus:

The plumbing infrastructure that serves buildings that predate 1972 is aging

and, in some instances, requires replacement, particularly wastewater piping.

Many of the valves controlling supply piping are no longer operable and require

replacement.

Watsonville Center:

Other than replacement of fixtures, there are no major issues related to plumbing

at the Watsonville Center.

Fire ProtectionAptos Campus:

Where required by code, buildings are protected with an automatic fire sprinkler

system.

The Measure D Bond funded in part, a campus-wide upgrade to the fire alarm

system. This system, as it is now configured, is compartmentalized and not

centrally monitored.

Watsonville Center:

The buildings are protected with an automatic fire sprinkler system as well as a

monitored fire alarm system.

CommunicationAptos Campus:

The communications system runs throughout the campus and is adequate. The

current system has the capacity to handle campus needs for the foreseeable

future.

Signage and Way FindingSignage, campus-wide, requires updating to reflect new facilities as well as to

comply with accessibility requirements. A comprehensive signage program

should be developed that addresses:

§ Campus directories that identify not only building locations, but also the

location of emergency telephones, elevators, etc. Directories should also

identify paths of travel that comply with the accessibility requirements of the

American with Disabilities Act and Title 24 of the California Administrative

Code.

§ Building Signage that is uniform throughout the campus and clearly identifies

each building. A campus-wide building numbering system should be

developed as an element of the signage program.


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Information TechnologyThe Information Technology Department manages the college’s network, data

centers and Voice Over Internet Protocol (VOIP) including the infrastructures for

Aptos, Watsonville Center and Scotts Valley. This department is also responsible

for all associated hardware for all staff, faculty, classrooms and laboratories as

well as the management of all Colleague and Softdocs.

The college recently completed the “Technology Plan & Program Review”, in

Spring 2012, that was designed to align with the college’s planning process,

address accreditation standards and integrate with the college’s Facilities Plan.

From an infrastructure perspective, the IT department has been heavily involved

in many of the construction projects on campus. These projects include:

§ Upgrades to the 300, 1200 and 1300 Buildings

§ Data Center consolidation

§ Watsonville GTC addition

§ 800 Building STEM redesign

§ 600 Building classroom upgrade

§ 100 Building data center upgrade

§ Safety and Security Video Surveillance System

Each of these projects significantly impacts the College Network and delivers

substantial value to the college. In some instances hardware and equipment

upgrades have also been included. Allowances for continuing to upgrade the

Information Technology for the college should be included in the funding of all

future capital improvement projects.

Facilities SchedulingThe college is currently operating at near academic capacity. It is important to

clarify that the college does report a surplus of overall space for the campus.

However, the specific categories of classroom and laboratory are reporting

a very minimal amount of surplus space thus requiring diligent scheduling of

classroom and laboratory usage.

Utilization of instructional and non-instructional space is currently scheduled

using proprietary Ad Astra v.6 software. The current operating system has

been characterized as “running on outdated hardware with outdated software”.

An upgrade to v.7 on a new virtual server has been recommended to

incorporate new functions and features that will enable the application to be

the single definitive source for space utilization.

The primary beneficiaries of the upgrade are Instruction and CEED. Secondary

beneficiaries include all other departments concerned with space utilization.

The projected costs for the upgrade are:

§ $15,000 (One time purchase)

§ $14,000 (Annual Maintenance)

§ $2,000 (After Hours IT staff to deploy)

Physical CapacitiesAptos Campus:

This campus presently has the capacity to meet the 2025 space allocation for

academic purposes. Future qualifications focus on additional space for AV/TV

and Merchandising space. The 2025 forecast identifies a number of functions

that exceed Title 5 Allowances, and could potentially be realigned to fulfill future

requirements. Additionally, The 200 Building presently accounts for 18,353 ASF

of Inactive Space, providing an opportunity to accommodate future needs.

Watsonville Center:

The campus presently has the capacity to meet the 2025 space allocation for

academic purposes. The Space Allocation Forecast identifies qualifications for

space in the following categories:

§ Office/Conference

§ Library

§ Physical Education (Indoor)

§ AV/TV

§ Assembly/Exhibition

Although the college may qualify for space in a particular category based on


// 16

the California Code of Regulations, Title 5, it is up to the college to determine

if there is in fact a need for space in that particular category. The same space

allocation formulas are utilized across the California Community College system

and because each campus is unique, it is essential that each college evaluate

the actual need for space by taking into consideration both the quantitative

and qualitative information available. There may be space categories where the

college shows a qualification for space but there may not be a need to build

space in that specific category.

Facilities UtilizationFacilities Utilization is a measure of the Assignable Square Footage (ASF) as

a percentage of Gross Square Footage (GSF). The fundamental purpose is to

provide an oversight measure to ensure that the space being utilized for the

direct benefit of the educational process falls within accepted norms. The

campus-wide average for Aptos is 68.8%. The average for Watsonville Center

is 69.5%

Refer to the Building Utilization Matrices, Tables BUS-1 through BUS-5

(Appendices pgs. 25-28), for a detailed breakdown relative to facilities utilization.

Inactive SpacesInactive Spaces fall into 2 categories:

§ Inactive Space is space for which there is no presently planned use or

purpose.

§ Alteration/Conversion Space is space for which there is a planned use or

purpose and designated for renovation/modernization. Generally, these

spaces await funding sources.

The 2013 Space Inventory identifies a total of 27,885 ASF of Inactive Space,

which is itemized as follows:

200 Building 18,533 ASF Inactive

350 Building 1,675 ASF Alteration/Conversion

600 Building 3,757 ASF Alteration/Conversion

S.A.C. 3,320 ASF Inactive

1600 Building 798 ASF Alteration/Conversion

27,885 ASF

// Master Plan RecommendationsCabrillo College Facilities Master Plan

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OverviewFuture capital projects for the campus should focus on servicing and maintaining

the infrastructure, modernizing classroom and laboratory spaces and expanding

on technological improvements. The primary objective is to strengthen Aptos,

Watsonville & Scotts Valley with the underlying concern for the renovation and

maintenance of existing structures.

Aptos CampusIn accordance with the findings of the 2013 Educational Master Plan, the Aptos

Campus is well positioned to meet the facility needs for academic spaces (classrooms

and laboratories) for the foreseeable future.

The Space Allocation Forecast (Tbl. SAF-1, Appendices pg. 43) indicates the only

significant qualification for space is in the category of AV/TV. This function can easily

be absorbed by the reassignment and reconfiguration of surplus spaces.

The Forecast also indicates surplus space in a number of areas, the most notable

of which is the 27,885 ASF of Inactive Space. The majority (18,353 ASF) of this

space is generated by the relocation of the 200 Building functions. 6,212 ASF of

this space has been designated as Alteration/Conversion and identified for future

modernization.

Watsonville CenterAs with the Aptos Campus, the Watsonville Center is well positioned to meet the

facility needs for academic spaces. At this time there are no plans to add any

additional space to the Watsonville Center as it currently has the space it needs to

offer the projected program of instruction through the year 2025.

Goals & ObjectivesThe Facilities Master Plan for Cabrillo College presents an overall vision of the

future developed campus through the year 2025. The final design for each project

will occur as projects are funded and detailed programming and design occurs.

The Recommended Master Plan addresses the primary goals identified during the

planning process.

§ Renovate or modernize aging facilities to address current educational needs and

technological advances

§ Address and resolve deferred maintenance issues

§ Provide additional instructional and support spaces identified in the 2013

Educational Master Plan

§ Provide safe and accessible vehicular and pedestrian paths of travel

§ Develop a preventative maintenance program

§ Consider the 2013 Facility Master Plan to be a “living document” by annually

updating relevant data and reflecting facility and maintenance modifications on

campus

Design CriteriaThe design of all new structures and renovation of existing structures should:

§ Respect the existing architectural vernacular

§ Respond to criteria for Leadership in Energy and Environmental Design (LEED)

with respect to building design, energy conservation and renewable materials of

construction

§ Demonstrate an understanding and respect for the limited resources the college

has available for the maintenance of their facilities (The more complex the design,

the more difficult to maintain; therefore the less likely it will be preserved it in a

suitable state)

Master Plan Recommendations


// 18

Planning/Design/Construction ProcessFrom inception, and depending on the funding source(s), it can be reasonably

expected to take from 5 to 7 years to bring a new building on-line and ready for

occupancy. Once the “need” has been identified, the process proceeds as follows:

§ Project scope development

§ Submittal of Initial Project Proposal (IPP) to State Chancellor’s Office

§ Upon acceptance, the project design process begins, including Project

Program, Concept Design, Concept Scheduling and Cost Estimating

§ Submittal of Final Project Proposal (FPP) to State Chancellor’s Office

§ Upon approval, Construction Contract Documents are Completed

§ Completed Construction Contract Documents are submitted to the Division of

the State Architect (DSA) for document review and approval

§ Bids are solicited for project construction

§ At completion of construction, project is closed out and turned over for

occupancy

MaintenanceThe College currently has a “Summary of 2014 - 2015 Scheduled Maintenance”

on file in the FUSION Database maintained by the State Chancellor’s Office. This

schedule consists of 16 line item maintenance needs for a total of $3,553,569.

In addition, Maintenance & Operations has developed a Schedule of Critical Needs

Maintenance which is a dynamic document that presents a more comprehensive

analysis of ongoing and deferred maintenance needs which should be addressed

over a five year period. At this point in time the estimated cost of Critical Maintenance

Items is $12,555,350. Refer to Table M-1 (Appendices pg. 46) for a summary of this

schedule. The Summary of 2014 - 2015 Scheduled Maintenance is included in the

Schedule of Critical Needs Maintenance.


// 19

Secondary EffectsThe spaces vacated as the result of the Health & Wellness and Visual and

Performing Arts projects provide the opportunity to create clusters for the other

core educational programs. The 2009 Space Allocation Concept serves as the

established guideline for any such realignment. Secondarily, the realignment will

provide the opportunity to upgrade and modernize educational spaces.

Portions of the realignment have either been implemented, or are in progress.

For example:

§ Building 300 was renovated as an element of the 5 Year Plan.

§ STEM grant to renovate and upgrade Building 800, scheduled to come on-

line for fall 2013 classes.

§ Renovation and upgrade of a portion of Building 600, scheduled to come on-

line for spring 2014 classes.

It is recommended that the college develop a prioritized list of secondary effects

projects for the campus. These future projects will advance the goals and

objectives of this plan.

FundingGoing forward, a substantial number of the capital improvement and

maintenance projects discussed require, yet unidentified, funding sources.

In addition to seeking the more traditional Federal and State grants, private

sources should be seriously explored and considered, such as:

§ Public-Private partnerships

§ Charitable Trusts and Foundations

§ Alumni Gift Giving, including Estate Planning

Health & Wellness ModernizationA number of spaces vacated as the result of the Health & Wellness Center

consolidation require renovation and/or modernization. These projects have

been consolidated under the title of Health & Wellness Modernization Project,

and included in the 5 Year Plan. The Initial Project Proposal (IPP) for this project

has been approved by the State Chancellor’s Office and awaits approval

of the Final Project Proposal (FPP). This project will modernize classrooms,

laboratories, offices and support spaces in portions of the following buildings:

500 Building 5,529 ASF (42% of 500 Building ASF)




9,358 ASF

Each project segment affects only a portion of the respective buildings. Two

critical elements must be considered during construction activities:

§ Utilization of some of the affected spaces may require temporary relocation of

current users

§ Construction activities, must be planned in such a manner that it will have

minimal effect for the remaining spaces, including:

» Temporary measures to accommodate building access

» Scheduling of utility shutdowns

By inspection, it would appear that the most logical approach for implementation

is to treat the projects as two distinct areas; the 500 Building being one area and

the conglomeration of the 1500, 1550 and 1600 Buildings being the other area.

By using this approach, the two areas could be constructed either concurrently

or sequentially. The determining factor is the requirement for, and the availability

of, swing space to accommodate the temporary relocations. The 500 Building

has a total of 5,529 ASF while the combination of the 1500, 1550 and 1600

Buildings has a total of 4,308 ASF.


// 20

Miscellaneous ProjectsThere are other spaces that have been identified for realignment and modernization.

These projects require funding sources to implement them.

200 Building:

The existing 18,353 ASF in 200 Building is presently designated as Inactive Space.

It currently provides swing space for the 800 Building (Stem Grant) renovation, and

would logically continue to provide temporary classroom space as needed. There

is no planned long term use for the former Theater and Performing Arts Building.

It requires realignment, modernization and HVAC replacement. The 200 Building

is 34,870 GSF in size, and in a reconfigured state, utilizing a 65% utilization factor,

would provide 22,665 ASF.

350 Building:

The Southwest quadrant (1,657 ASF) of this building requires realignment and

modernization for use as classroom space for the BELA program. This project is a

high priority for the college, but requires a funding source for implementation. The

west half of the 350 Building (3,028 ASF) is currently leased to the County for their

OASIS program. At some point in time, it may be desirable to relocate that program

and use the space for additional classroom space for the BELA program.

400 Building:

It is recommended that this building be realigned to eliminate small, inefficient

spaces as well as modernize the classrooms.

700 Building:

It is recommended that this building be realigned to provide additional classroom

and office space as well as modernize the classrooms. The spaces in consideration

represent a laboratory (450 ASF) and offices (150 ASF).

In addition to the above projects, it is recommended to continue the protocol of

upgrading and modernizing classroom and laboratories as “Smart” facilities.

Opinion of Probable CostsThe following breakdown presents a preliminary estimate of the probable costs

associated with projects described above. These estimates are based on broad,

general assumptions and will be affected by the development of detailed needs

assessments.

State Requested Scheduled Maintenance $3,553,000

All Other Critical Needs Maintenance $9,000,000

Health & Wellness Modernization $3,590,000

200 Building Renovation $7,000,000

350 Building Renovation $250,000

400 Building Realignment and Upgrade $625,000

700 Building Realignment and Upgrade $675,000

$24,693,400

It should be noted that in this breakdown, the sum of the Scheduled Maintenance

funding request and Critical Needs Maintenance equals $12,553,600, which

approximates the total estimate of $12,555,350 for total maintenance needs.


// 21

Phasing Plan At this point, the requirement to implement projects in phases does not appear to

be a critical issue.

Future facility capital improvement projects depend on funding sources. As funds

become available, projects can be scheduled, coordinated and implemented.

Issues relative to phasing will be determined by the following:

§ The need for the project. Projects of an urgent or

critical need receive the highest priority.

§ Sequencing. For projects involving multiple spaces or

buildings, construction activities should follow a logical

sequence of events that will support timely completion

and minimal disruption.

§ The timing and scheduling of the project. To the

greatest extent possible, construction activities

causing the most disruption, should be timed or

scheduled during periods in which there is the least

campus activity

(i.e. between academic periods)

§ The impact of the project relative to adjacent functions

or operations.

§ Requirements relative to temporary relocation of on-

going activities.

The Health & Wellness Modernization Project, described above, is potentially the

most complex. The discussion above describes but one strategic approach to

implement the project.

The other projects, described in the Miscellaneous Projects discussion above, are

more of a “stand-alone” category, and phasing or sequencing should not be a

significant issue.

// Systems & ControlsCabrillo College Facilities Master Plan

// 22

Total Cost of OwnershipA systematic, college-wide approach for all planning and budgeting activities

should be implemented as part of a comprehensive master planning process.

The college uses a protocol of on-going assessment of all current functions

and activities as well as assessing future programs, services and facilities. To

enhance the strength of the integrated planning process and the allocation of

resources, a Total Cost of Ownership model may be included to add a critical

dimension to the proactive planning and budgeting process.

DefinitionTotal Cost of Ownership (TCO), as used for college facilities, is defined as the

systematic quantification of all costs generated over the useful lifespan of the

facility. Typically this will encompass a life span of 30–50 years. The purpose of

the TCO is to determine a value that will accurately reflect the true, effective cost

of the facility including planning, design, constructing and equipping the facility.

Also included are the recurring costs of facility operation, including staffing,

institutional support services, replaceable equipment supplies, maintenance,

custodial services, technological services, utilities and related routine operating

expenses for the facility.

PurposeTo implement the TCO process, the District must establish a standardized

procedure for determining the Total Cost of Ownership for existing facilities as

well as for future construction, remodeling or renovation projects. This process

may also be considered for satellite facilities.

The purpose of the TCO is to provide an institutionally agreed upon, systematic

procedure by which each existing facility in the District is evaluated. At the

same time it is essential to establish a quantitative database that will assist the

college in determining the viability of existing facilities as well as the feasibility of

constructing, remodeling or renovating future facilities.

ObjectivesThe objectives to be achieved by implementation of the Total Cost of Ownership

are:

§ Establish a systematic procedure for the evaluation of existing and proposed

college facilities.

§ Develop a process for the evaluation of facilities that can be integrated into an

overall program.

§ Develop a procedure for the assessment of existing and proposed facilities

that utilizes existing data from college archives as well as information from the

California Community College Chancellor’s Office.

§ Ensure that the database developed for the procedure is compatible with

current state reporting systems, such as Facilities Utilization Space Inventory

Option Net (FUSION).

§ Develop the prototype system in a manner that allows the college to routinely

update the information in the system and add additional data elements that

may be needed as part of the institutional planning & budgeting process.

FormatTable TCO-1 (Appendices pg. 48), Total Cost of Ownership Model in the

Appendices, puts forth an example of a suggested template to be utilized in

the assessment of a facility project, either new construction or renovation.

Costs itemized in the analysis are derived from the general operating fund for

the District from the prior fiscal year. It should be noted that a pro-rata share of

costs associated with major infrastructure projects should be allocated to any

given analysis.

Table TCO-2 (Appendices pg. 49), Total Cost of Ownership Procedure – Fiscal

Analysis in the Appendices, provides a template to fold in on-going fixed costs

to the evaluation process.

Systems & Controls

// AppendicesCabrillo College Facilities Master Plan

// 23

PlansAptos Campus Plan

Appendices


// 24

Watsonville Center Site Plan


// 25

TablesBUS-1: Building Utilization Summary, Aptos Campus (Hillside)


// 26

BUS-2: Building Utilization Summary, Aptos Campus (Oceanside)


// 27

BUS-3: Building Utilization Summary, Miscellaneous


// 28

BUS-4: Building Utilization Summary, Recap

BUS-5: Building Utilization Summary, Watsonville Center


// 29

BCM-1: Buildings Condition Matrix, Aptos Campus (Hillside), Buildings 100 - Health & Wellness


// 30

BCM-2: Buildings Condition Matrix, Aptos Campus (Oceanside & Hillside), Buildings 1100 - VAPA


// 31

BCM-3: Buildings Condition Matrix, Aptos Campus (Miscellaneous), Buildings 2000 - Foundry

BCM-4: Buildings Condition Matrix, Watsonville Center, Buildings Post Office - Building D


// 32

SAS-1: Space Allocation Summary, Aptos Campus (Hillside), Buildings 100 - 450


// 33



// 34

SAS-3: Space Allocation Summary, Aptos Campus (Hillside), Buildings SAC - 5300


// 35



// 36

SAS-5: Space Allocation Summary, Aptos Campus (Oceanside), Buildings 1100 - 1300


// 37

SAS-6: Space Allocation Summary, Aptos Campus (Oceanside), Buildings 1400 - 1800


// 38

SAS-7: Space Allocation Summary, Aptos Campus (Oceanside), Buildings 2100 - VAPA


// 39

SAS-8: Space Allocation Summary, Aptos Campus (Miscellaneous), Buildings 200 - 2800


// 40

SAS-9: Space Allocation Summary, Aptos Campus (Miscellaneous), Buildings Concession - Maintenance


// 41

SAS-10: Space Allocation Summary, Aptos Campus (Miscellaneous), Buildings Grounds - Foundry


// 42

SAS-11: Space Allocation Summary, Watsonville Center


// 43

SAF-1: Space Allocation Forecast, Aptos Campus


// 44

SAF-2: Space Allocation Forecast, Watsonville Center


// 45

SAF-3: Academic Space Allocation Forecast


// 46

M-1: Critical Maintenance ScheduleCC Cabrillo College

WC Watsonville Center

Legend


// 47

TCO-1: Total Cost of Ownership Model


// 48

TCO-2: Total Cost of Ownership Procedure - Fiscal Analysis


// 49

AADA Americans with Disabilities Act

AFS Automatic Fire Sprinkler

ASFAssignable Square Feet. ASF is a quantification of space directly attributable to the

educational process.

Accessibility The ability to provide barrier-free access to persons with disabilities.

BBELABusiness, English and Language Arts

CCEEDCareer Education & Economic Development

DDSADivision of the State Architect. This is the regulatory agency for the approval of building

design and oversight of construction inspection.

DSPSDisabled Student Programs and Services

EEducational Master Plan The portion of the college’s Master Plan that defines the educational goals of the college.

EMPEducational Master Plan

FFMPFacilities Master Plan

FPPFinal Project Proposal. Document that identifies the project justification, final scope and

estimated costs of all acquisitions, plus all infrastructure, facility and systems costs.

GGSFGross Square Feet

TerminologyThe following definitions are intended to describe terms as they apply to the content of this document:


// 50

HHASSHuman Arts and Social Science

HAWKHealth, Athletics, Wellness and Kinesiology

IIPPInitial Project Proposal

LLEEDLeadership in Energy and Environmental Design

MMaintainabilityThe ability to preserve a facility in a serviceable, usable condition, free from failure or

defect.

ModernizationFacility modification to update functional features to meet contemporary standards.

NNAS

Natural & Applied Science

PPath of Travel The route a person would normally take to get from one point to another. It’s relevance

to facility planning is most commonly used to address accessibility issues.

ProgramEducational course of instruction.

Program DocumentA published document that establishes the purpose, goals, objectives and baseline

criteria used in the design process.

Project ProgramSame as a Program Document

RRelocatable Modular BuildingRelocatable Modular Buildings are DSA pre-approved structures, which are intended to

be temporary in nature. These structures are 24’ x 40’ modules that can be constructed

as a stand-alone building or joined to provide a more spacious facility.

RenovationFacility modification to refurbish the fit and finish of the space.

Realignment Rearrangement or reorganization of the functional utilization of a space.


// 51

SSTEM Science, Technology, Engineering and Mathematics

Sustainability 1. Utilization of products and materials that are considered to be renewable

resources.

2. Utilization of an energy source that is generated by means of renewable

resources, such as solar, wind or hydroelectricity.

Swing Space Space that is utilized for the temporary relocation of classrooms, labs and offices that

have been displaced due to construction activities.

Space Inventory Annual facility survey to establish an inventory of Assignable Square Feet for the campus.

TTCO Total Cost of Ownership

VVAPA Visual and Performing Arts

WWayfinding The act of providing a cohesive and comprehensive signage program that directs a

person from any given point to a desired destination. The critical feature of this program

is to clearly describe the accessible path of travel for disabled persons.


// 52

Source MaterialInformation collected in compiling the data cited in this Plan was gathered from the following sources:

§ Cabrillo College 2009 Space Allocation Concept

§ Cabrillo College 2013 Educational Master Plan

§ Cabrillo College 2013 Space Inventory

§ Cabrillo College Five Year Plan

§ Cabrillo College 2012 Technology Plan & Program Review

Acknowledgements

Cabrillo College

» John Hendrickson, Interim Superintendent & President

» Victoria Lewis, Vice President of Administrative Services

» Kathie Welch, Vice President of Instruction

» David Bailey-Fougnier, Vice President of Student Services

» Joe Nugent, Director, Facilities, Planning & Plant Operations

MAAS Companies Inc. » Steven Hubbard

» Jeff Kellogg

» Bo Ralston

» Lori O’Keefe

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