sonoma county junior college district - santa rosa · pdf fileo labor market analysis ......

2030 Steering Committee Meeting

11 March 2016

Facilities Master Plan

Gensler | QKA

Sonoma County Junior College District

2SONOMA COUNTY JUNIOR COLLEGE DISTRICT MASTER PLAN

• Planning Process

• The ‘Bridge’

o Overview

• Key Findings

• Draft Recommendations

• Draft Facilities Planning Principles

• Next Steps

AGENDA

Planning Process


Sonoma County DRAFT

Organize

Schedule

Vision

Discover

Assess

Document

Link

Forecast

Quantify

Innovate

Evaluate

Develop

Draft

Review

Approve

Scope

Strategize

Share

Planning Process


Project Timeline

BRIDGE

Overview

The ‘Bridge’


Bridge: Overview

PURPOSE: Bridge from EMP to FMP

OUTLINE

• Summary of district

• External Scan

o Demographics

- County + Regional Level

o Labor Market Analysis

- Labor Market Data

- Gap Analysis

- NeXt Report

• Internal Scan

o General Program Trends

o Enrollment Context

o Five Teaching Sites

• Implications for Facilities Planning

Demographics

Labor Market Analysis

Key Findings


LEVELS OF ANALYSIS

COUNTY REGIONS• Central

• North

• East

• South

• West

TEACHING SITES• Santa Rosa Campus

• Petaluma Campus

• Public Safety Training Center

• Shone Farm

• Southwest Center


Sonoma County + Region


525,575

229,184

132,795

61,498 53,182 48,917

-

100,000

200,000

300,000

400,000

500,000

600,000

County Central Region South Region North Region West Region East Region

2005 2015 2025

Population SizeSonoma County is projected to grow 0.42% annually (4% total) over the next

decade.

This population growth is projected to occur in each region, with the greatest

growth in the Central and East Regions. The populations in these regions are

projected to increase 5% and 7% respectively between 2015 and 2025.

Source: EMSI


In 2015, the largest proportion of the population were residents aged 50 to 64

(22% of the total population).

In 2025, the largest proportion of the population by 2025 is projected to be

residents age 65 and older (24% of the total population). This age group grows

from 17% of the County’s residents in 2015 to 24% by 2025..

0-14 Years 15-24 Years 25-34 Years 35-49 Years 50-64 Years 65+ Years

2005 87,679 65,362 55,975 105,631 93,177 58,966

2015 85,647 62,680 66,267 92,669 110,250 87,322

2025 87,496 58,677 62,254 97,017 95,171 125,709

-

20,000

40,000

60,000

80,000

100,000

120,000

140,000

County Population by Age

.5% increase

between 2015-25

5% decrease

between 2015-25

7% decrease

between 2015-25

14% decrease

between 2015-25

43% increase

between 2015-25

Source: EMSI

3% increase

between 2015-25


The numbers of both young adult cohorts (ages 15 – 24 and 25 – 34) are projected to

decease by 2025, however given the overall increase in the County’s population, the

proportions are projected to be relatively constant:

Residents aged 15 to 24 are 12% of the population in 2015 and will be 11% of the population

in 2025.

Population by Age (15-34)

Source: EMSI

11% of County Pop.

8% of Central Pop.14% of South Pop.

11% of North Pop. 8% of West Pop. 8% of East Pop.

12% of Count Pop.

10% of Central Pop.

12% of South Pop.

11% of North Pop. 9% of West Pop. 10% of East Pop.

-

20,000

40,000

60,000

80,000

100,000

120,000

140,000

County Central South North West East

2025 College Ages by Region

15-24 years 25-34 years


White Hispanic AsianTwo or MoreEthnicities

Black American IndianHawaiian/Pacific

Islander

2005 327,774 99,243 16,794 10,834 6,588 3,573 1,136

2015 323,363 133,566 20,331 10,834 7,656 3,737 1,556

2025 325,050 148,601 22,712 15,233 8,447 3,737 1,683

-

50,000

100,000

150,000

200,000

250,000

300,000

350,000

County Population by EthnicityThe two largest ethnicity groups in the past decade have been White and Hispanic, with

the number of White residents more than twice the number of Hispanic residents.

White residents comprised 64% of the population in 2015 and Hispanic residents 27%.

No change

between 2015-25

12% increase

between 2015-25 10% increase

between 2015-258% increase

between 2015-25

41% increase

between 2015-25

1% increase

between 2015-25

11% increase

between 2015-25

Source: EMSI

27%

64%


County Central South North East West

2005 99,243 49,492 22,780 13,581 8,657 4,733

2015 133,566 66,264 29,915 18,658 12,279 6,449

2025 148,601 73,511 33,278 20,563 13,949 7,301

-

20,000

40,000

60,000

80,000

100,000

120,000

140,000

160,000

Hispanic Population

Hispanic PopulationBetween now and 2025, the number of Hispanic and White residents is

projected to increase 11%.

11% increase

between 2015-25

14% increase

between 2015-25

10% increase

between 2015-25

11% increase

between 2015-25

13% increase

between 2015-25

11% increase

between 2015-25

Source: EMSI


County Educational Attainment45% of Sonoma County adults are potential SCJCD students because their

highest educational attainment is either a high school diploma or they have

some college credits, but have not earned a degree.

The group of adults with some college, but no degree makes up between

24-26% of each region.

44,866

68,785

86,412

30,324

111,143

-

20,000

40,000

60,000

80,000

100,000

120,000

>9th to 12th grade, nodiploma

High school graduate(includes equivalency)

Some college, no degree Associate's degree Bachelor's degree or higher

2014 County Residents Age 25 and Older

Source: American Community Survey, 2014


County Educational Attainment by Age14%

17%

17%

12%

11%

28% 24%

20%

18%

23%

48%

26%

25%

26%

24%

5%

9%

8%

10%

7%

6%

24% 29%

34%

35%

0

5000

10000

15000

20000

25000

30000

35000

40000

45000

50000

18-24 YEARS 24-34 YEARS 34-44 YEARS 45-64 YEARS 65+ YEARS

>9th - 12th Grade, no Diploma High school Graduate (include equivalency)

Some College, No Degree Associate's Degree

Bachelor's Degree or Higher


48% of 18-24 year olds have achieved some college with no degree.

In all other age groups, this percentage is around 25%. It is likely the

number of individuals in this category decreases as they achieve

higher levels of education.



Educational Attainment by EthnicityWhites and Hispanics are the two largest ethnic groups in the county. There educational

attainment rates are quite different. Only 20% of Hispanics have attained some college

or associate’s degree while 36% of Whites have attained this same educational level.

36%

20% 27% 44%37% 38% 48%

-

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

90,000

100,000

White Hispanic Asian Two or More Black American Indian Hawaiian/PacificIslander

Less than high school diploma High school graduate (includes equivalency)

Some college or associate's degree Bachelor's degree or higher


Sonoma County DRAFT

74%

88%

76% 75% 72% 70%

20%

8%

16% 22% 24%23%

3% 2%4%

2% 3%3%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

County West Region South Region North Region East Region Central Region

Primary Language Ages 5+, 2014

Speak only English Speak Spanish or Spanish Creole

Speak Other Indo-European languages Speak Asian and Pacific Island languages

Speak Other languages

English is the only language spoken by 74% of Sonoma County residents over age five.

Spanish is the primary language of approximately 20% of the residents over age five in

this County.

Primary Language



Planning

DemographicsCounty Central East South West North

Population Growth 2015-25 +21,521

(4%)

+11,798

(5%)

+3,206

(7%)

+3,372

(3%)

+887

(2%)

+2,258

(4%)

2025 Population as % of Area

Population:

15-24 Years Old

12% to 11% 12% - 11% 9% - 8% 15% - 14% 9% - 8% 12% - 11%

2025 Population as % of Area

Population:

25-34 Years Old

13% to 12% 15% - 13% 11% - 10% 13% - 12% 10% - 9% 12% - 11%

Educational Attainment 2014:

Some College, No Degree

(as % of Area Pop)

25% 26% 24% 26% 25% 25%

Primary Language as a % of

Area Population:

Speak English Only

74% 70% 72% 76% 88% 75%

Primary Language as a % of

Area Population:

Speak Spanish

20% 23% 24% 16% 8% 22%

Demographics Summary


0%

2%

4%

6%

8%

10%

12%

14%

1 4 7 10 1 4 7 10 1 4 7 10 1 4 7 10 1 4 7 10 1 4 7 10 1 4 7 10 1 4 7 10 1 4 7 10 1 4 7 10 1 4 7 10

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Unemployment Rate, 2005-2015

Sonoma County California Linear (Sonoma County) Linear (California)

Unemployment rates in Sonoma County mirror the statewide unemployment

rates between 2005 and 2015 in that they reached unusually high rates in 2009

and began to decline in 2011.

In this decade the Sonoma County unemployment rates are consistently slightly

below the statewide rates.

Unemployment Rate

Source: US Bureau of Labor Statistics


1. EMSI Gap Analysis Report

Provides economic data showing how well programs are aligned with the specific

workforce needs of the local economy.

Analyzes both oversupplied and undersupplied fields to inform colleges about where to

direct its resources.

2. NeXT EDB Report

EDB provides assistance services that encourage

• The startup, retention and expansion of Sonoma County businesses and jobs,

particularly with small businesses

• Creation of new jobs and employment opportunities

• Diversification of economic activity to strengthen the local tax base

NeXT Report was published by the Sonoma EDB

• Looks at industry clusters, emerging trends, opportunities and challenges

• Uses a a variety of data sources (e.g., demographic data, and surveys of local

employers)

• Assesses opportunities and challenges and then design a set of potential actions

Regional Economy Analysis


Source: EMSI Gap Analysis - SRJC

Over the next decade…

• The number of jobs in the largest regional industries will continue to increase.

• The number of jobs in the largest occupational categories will continue to increase.

EMSI Gap Analysis


Both indicate demand for:

• Health care and social assistance

• Retail trade

o Intersection with tourism and hospitality

• Agriculture

o also relates to water and energy

• Brewery manufacturing technologies

• Science and engineering technology

Summary of Intersections

+



Opportunities: Certificate Level

GAPS



Opportunities: Associates Level

GAPS

SCJCD District

Public Safety Training Center

Shone Farm

Petaluma Campus

Southwest Center

Santa Rosa Campus

Draft Recommendations


Santa Rosa Campus


Source: Google Earth


Southwest Center

Shone Farm

Petaluma Campus

VISION SRJC aspires to be an inclusive, diverse and sustainable

learning community that engages the whole person.

SCJCD is a single college district with five campuses

that together comprehensively serve Sonoma

County.

2015

156 - 582

583 - 3,094

3,095 – 28,194

28,195 – 45,188

2025

Population


PURPOSE

This Center is dedicated to services and facilities for students in public safety

programs that require specialized equipment, unique schedules, and

opportunities for hands-on training. Students from across the County who are

interested in these courses and programs will be attracted to this site.

RECOMMENDATIONS

• Provide services and facilities for students in public safety programs that

require specialized equipment, unique schedules, and/or opportunities for

hands-on training

• Expand offerings to include a limited array of general education courses

for degree completion in public safety majors


7.5 miles from Santa

Rosa Campus

12 minutes w/o traffic


PURPOSE

This site is a living laboratory for courses and programs that require or are

enriched by hands-on experiences with plants and animals. Students from

across the County who are interested in these courses and programs will be

attracted to this site.

RECOMMENDATIONS

• Support a living laboratory for general education and CTE courses and

programs that require and/or are enriched by hands-on experiences with

animals

• Expand offerings to include a limited array of general education courses

for degree completion in related majors

Shone Farm


Rosa Campus



Petaluma Campus

PURPOSE:

The Petaluma campus serves the growing region of the south county by

providing a comprehensive array of courses that fulfill transfer and

associates degree requirements.

RECOMMENDATIONS:

• Provide instructional and support services to fulfill requirements for

transfer and specific associate degrees

• Offer specific career technical education certificates

o Business and marketing related programs


Rosa Campus



PURPOSE

The Southwest Center, located in the Central Region, serves the highest

proportion of the County’s total population in 2025 (44%) and provides

non-credit education in a community setting.

RECOMMENDATIONS

• Support a community center that provides non-credit Basic Skills and

CTE programs

• Offer specific non-credit CTE programs that do not require specialized

equipment

Southwest Center


Rosa Campus



Santa Rosa Campus

PURPOSE:

The Santa Rosa Campus provides comprehensive community college

education.

RECOMMENDATIONS:

• Provide instructional and support services to support a comprehensive

community college

o General Education

o Basic Skills

o Select CTE programs


Santa Rosa

Campus

Petaluma

Campus

Public Safety

Training Ctr

Shone Farm Southwest

Center

The Santa Rosa

Campus provides

comprehensive

community

college education.

The Petaluma

campus serves the

growing region of the

south county by

providing a

comprehensive

array of courses

that fulfill transfer

and associates

degree

requirements.

PSTC is dedicated to

services and facilities

for students in public

safety programs

that require

specialized

equipment, unique

schedules, and

opportunities for

hands-on training.

Students from

across the County

who are interested

in these courses

and programs will

be attracted to this

site.

This site is a living

laboratory for

courses and

programs that

require or are

enriched by hands-

on experiences

with plants and

animals. Students

from across the

County who are

interested in these

courses and

programs will be

attracted to this

site.

The Southwest

Center, located in the

Central Region,

serves the highest

proportion of the

County’s total

population in 2025

(44%) and provides

non-credit

education in a

community setting.

Sonoma County Junior College DistrictSCJCD is a single college district with five campuses that

together comprehensively serve Sonoma County.

DRAFT

Facilities Planning Principles


Strategic PlanGoals & Objectives

A. Support Student Success

Support development of the whole student from early

college awareness through successful completion of

educational and career goals

Expand & sustain access by eliminating barriers,

expanding strategic outreach efforts, and delivering

services effectively through current technologies

Increase retention and academic progress through student

engagement with: academic and student services, faculty

and staff, and campus and community activities

Increase the number of students who complete their

educational plans and goals

B. Foster Learning and Academic Excellence

Foster learning and academic excellence by providing

effective programs and services

Support and promote teaching excellence across all

disciplines

Engage students and spark intellectual curiosity in learner-

centered environments

Integrate academic and student support services across

the college

Identify and implement responsive instructional practices

that increase the learning and success of our diverse

students

C. Serve our Diverse Communities

Serve our diverse communities and strengthen our

connections through engagement, collaboration,

partnerships, innovation, and leadership

Identify the educational needs of our changing

demographics and develop appropriate and innovative

programs and services with a focus on the increasing

Latino/a population

Contribute to the richness of our multicultural community

by promoting cultural initiatives that complement

academics and encourage the advancement and

appreciation of the arts

Meet the lifelong educational and career needs of our

communities (e.g. seniors, emerging populations,

veterans, re-entry students)

D. Improve Facilities and Technology

Provide, enhance, integrate, and continuously improve

facilities and technology to support learning and

innovation

Incorporate best practices and innovations for facilities and

technologies to enhance learning and working

environments

Improve and sustain infrastructure, facilities, and

technology to proactively support our diverse learning

community

Increase District-wide coordination and collaboration to

improve facilities and technology access, efficiency and

effectiveness

Provide effective facilities and technology technical training

for all employees to ensure operational effectiveness


SRJC Strategic PlanGoals & Objectives

E. Establish a Strong Culture of Sustainability

Establish a culture of sustainability that promotes

environmental stewardship, economic vitality, and social

equity

Expand, support, and monitor district-wide sustainability

practices and initiatives

Infuse sustainability across the curriculum and promote

awareness throughout District operations

Promotes social and economic equity in the communities

we serve

Ensure economic sustainability by leveraging resources,

partnering with our communities, and contributing to the

economic growth of the region

F. Cultivate a Healthy Organization

Cultivate an inclusive and diverse organizational culture

that promotes employee engagement, growth, and

collegiality

Foster an environment focused on collegiality and mutual

respect in regards to cultural and individual perspectives

Recruit and hire outstanding faculty and staff and

implement an exemplary Professional Development

Program for all employees

Establish robust programs to improve the health and

wellness of students and employees

Increase safety planning, awareness, and overall

emergency preparedness

G. Develop Financial Resources

Pursue resource development and diversification while

maintaining responsible fiscal practices and financial

stability

Increase the amount of discretionary, unrestricted general

fund local revenue

Increase and maintain the District reserves above the

state requirements

Pursue alternative funding sources including grants,

partnerships, and scholarships to support our diverse

communities and students

Manage enrollment and course offerings to maximize

apportionment funding

H. Improve Institutional Effectiveness

Continuously improve institutional effectiveness in

support of our students, staff and communities

Fully implement continuous quality improvement strategies

to achieve greater transparency, effectiveness, efficiency,

and participation

Enhance internal and external communication systems to

ensure effectiveness


Measures of SuccessPrinciples for 2030 Facilities Master Planning

1. Prioritizes students and SRJC’s legacy of excellence

2. Vision

3. Responsive to Information about the changing needs of our College

4. An Intentional and Accountable Process

5. An Inclusive and Collaborative Process

6. Communicative and Responsive

7. Cohesive, Integrated Direction

8. Elegance and Organization

9. Recognize SRJC’s Strengths, Challenges, and Opportunities

10. Comprehensive, Cost-Effective, and Practical

11. Research-Based and Committed to Best Practices

12. Relevant, Evaluative, Reflective, and Flexible

Next Steps

2030 Steering Committee Meeting

11 March 2016

Facilities Master Plan

Gensler | QKA



1. Demographics

IMPLICATIONS:

• Supportive services for seniors (in and out-of-home) will be needed

• Workforce training needed to replace the increasing number of those who will seek

retirement in 10 years (as high as 25% in health, 20% in manufacturing, and 17% in

professional services)

• Education solutions to address achievement gaps between Hispanics and others is

critical

2. Energy

IMPLICATIONS:

• Green energy industries will be source of new opportunities

• Trend indicates a demand for water/waste water programs, biological, geological and

chemical sciences and engineering.

3. Environment & Climate

IMPLICATIONS:

• Water/waste water programs; environmental, biological, geological and chemical

sciences and engineering will be in demand.

EDB – Key Findings


EDB – Key Findings4. Infrastructure & Transportation

IMPLICATIONS:

• conservation and ecology, knowledge of recycling water

• more skills where treating wastewater (toilet to tap)

• technology needed to lower traditionally high costs of de-salination

• increased demand for science, math and engineering.

5. WorkforcePrice Waterhouse Coopers survey reveals that 46% of HR professionals expect at least 20%

of their workforce to be composed of temporary workers by 2022.

Over next ten 10 years it is expected that the need for collaborative partnerships among

government, education and business will continue due to:

• Surging demand for locally produced products including craft food and beverage

manufacturing

• Continued growth of the tourism and hospitality industries

• Employee retention benefits of investments in training

IMPLICATIONS

• On-going training needed for emerging industries; short term certificates and degrees

• Emphasis on food and beverage manufacturing industries, hospitality and tourism.

sonoma county junior college district - santa rosa · pdf fileo labor market analysis ......

Documents