The College wishes to refine its Strategic Capital Projects Plan for facilities and equipment into a comprehensive master plan that identifies the timing and scope of all educational and support projects. Of particular interest to the College is the near and long-term curricular and physical development of the Santa Rosa and Petaluma campus’s and the resultant impacts upon each other, as well as other present and future permanent college locations. Additionally the plan will need to consider future educational centers in the north and west portions of the college district. The Strategic Capital Projects Plan must take into account the changing internal and external dynamics that impact institutions within growing communities confronted with changes in their economic and demographic bases.

Per the direction of the Board Facilities Committee, college staff wrote a Request For Proposals identifying the need for planning assistance and outlining master space planning parameters. The BFC met and interviewed two highly qualified and competent professional college master planning firms. It is the Board Facilities Committee recommendation to utilize the services of Maas Companies as its master space planning consultant.

$220,435.00 Capital Project Account (1401)

It is recommended that the Board of Trustees appoint Maas Companies, of Aptos, to provide primary and extended scope of master space planning work and direct staff to develop a contract, acceptable as to form by legal counsel, in the amount of $220,435.00.

Space Planning Consultant

Continued

Maas Companies will provide the following Primary Scope of Work for the $220,465.00 base fee:

1. Review and assess facilities/physical plant, vehicular and pedestrian circulation, ingress and egress corridors relative to the District campuses and center locations.
2. Review and assess pertinent documents of the District’s that are related to the existing planning process, including, but not limited to, the following:
1. Strategic Capital Projects Plan
2. Integrated Educational Plan
3. Technology Plan
4. Five Year Capital Construction Plan
5. Schedule Maintenance Plan
3. In concert with SRJC, establish a Steering Committee to work with Maas Companies throughout the entire master planning process.
4. Develop a process for College-wide participation and input including the following:
1. On-campus interviews with administrators, faculty, staff and students
2. Written response opportunities for faculty and staff via Unit Planning Guide (UPG) input surveys
3. Written response opportunities for administrative and academic support services dean/director level staff via Trends/Projections surveys.
4. College-wide presentations with open dialogue feedback opportunities
5. Organize and facilitate on-campus meetings with open dialogue feedback opportunities.
6. Conduct a "section level" curriculum analysis at each existing campus location within the District.

 

 

 

 

Page 2

 

 

 

 

Space Planning Consultant

Continued

7. Conduct full data analysis of key curriculum indicators of the College – key indicators shall include course and program productivity measures, analysis of student participation rates, evaluation of enrollments per section, weekly student contact hours (WSCH) per section, full time equivalent faculty (FTEF) load ratios, WSCH and full time equivalent student (FTES) productivity, and lecture and laboratory WSCH comparisons to assess existing efficiency levels.
8. Generate a "current curriculum baseline" for instructional programs of the District from which forecasts for space needs can be made.
9. Generate a comparative demographic analysis of the service area of the college campuses.
10. Conduct a local, regional and state (external) environmental scan, identifying trends or conditions that may have an impact on the District in the future.
11. Conduct an (internal) environmental scan within the District identifying historic trends and key student characteristics with regard to gender, age and ethnic distributions, enrollment scheduling preferences, student load distribution and awards of the College.
12. Review and assess the District’s existing Space Inventory Report (#17) and Five year Capital Construction Plan for current status and capacity/load ratio threshold ratios.
13. Prepare and present a projected future program of instruction using enrollment growth, class sections, weekly student contract hours (WSCH) and required lecture and laboratory hours as the basis for determination.
14. Determine space capacity needs for the future (15) years vis-à-vis quantifiable square foot needs.
15. Based on the instructional program projected for the future, outline a proposed facility/building plan that meets forecasted enrollment and WSCH and refines the existing Strategic Capital Projects Plan relative to need, prioritization, sequencing, phasing and financing demands.
16. Conduct all production and postproduction work that will lead to the generation of a finished educational/facilities master plan that can be used as a qualifying document to access the College’s funding sources.
17. Determine development potential of all educational sites of the District

1. Identify infrastructure needs and costs for rehabilitation and/or upgrades.
2. Develop plan for phasing and implementation.

Page 3