Facilities Master Plan Cecil College

Facilities Master Plan Cecil College

May 2012

Cecil College Facilities Master Plan

TableofContents Introduction ........................................................................................................................2 Academic Programs ...........................................................................................................3 Enrollment ..........................................................................................................................8 Information Technology……………………………………………………………..…12 2010-2015 Strategic Plan………………………………….……………………………14 Existing College Facilities................................................................................................16 Deferred Maintenance Projects ......................................................................................18 Facilities Update ...............................................................................................................20 Current Projects...............................................................................................................26 Future Projects .................................................................................................................31 Site Plan ............................................................................................................................32 Appendices ........................................................................................................................33

2010 – 2015 Strategic Plan ........................................................................................................ 34 Tables 1-4 ................................................................................................................................... 60 Infrastructure Replacement Cost Priority Analysis .................................................................... 65 Master Plan Implementation ...................................................................................................... 76

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Cecil College

Facilities Master Plan INTRODUCTION Founded in 1968, Cecil College serves the educational, cultural, and economic development needs of Cecil County and the surrounding region. Currently the College serves 3,500 credit students and 6,500 non-credit students annually. The College is located in northeastern Maryland and is contiguous to Pennsylvania and Delaware. Comprising approximately 170 acres and located in North East, the main campus has 32 acres developed with buildings, parking lots, and athletic fields. The College also has two sites in Elkton: the Family Education Center and Elkton Station. The College provides career, transfer, and continuing education coursework and programs that anticipate and meet the dynamic intellectual, cultural and economic development challenges of Cecil County and the surrounding region. The College strives to empower each learner with 21st century skills, knowledge, and values needed for college preparation, transfer to a four-year institution, workforce entry, or personal enrichment. Despite the economic conditions that have prevailed in recent years, Cecil College has sustained a solid financial position and enrollment expansion. Although enrollment declined slightly in FY 2011 after 10 years of significant growth, the student population grew approximately 6% in FY 2012 and has contributed to the ongoing stability of the institution. The institution is advancing plans to expand laboratories and facilities that support the growth of our science and technology programs. Renovations of the Biology and Chemistry labs are scheduled to begin Summer 2012 and local and state funding is expected to construct a new Engineering and Math Building. Construction of this facility will commence in February 2013 at the North East location. As with every community college, institutional priorities must be adjusted over time to react to the needs of the community, region and changing economic conditions. This ability to reassess and realign academic programs is one of the great strengths of community colleges. As strategic initiatives, economic realities and academic programs change, the amount and type of space a college requires to address these changes must also be adjusted. In the period from 2001 to 2006 Cecil College completed a number of key land acquisitions which altered the shape of the main campus and positioned it for future expansion. A ten-year Facilities Master Plan was developed in 2006 and approved by the College’s Board of Trustees. Since then much has been accomplished toward realizing the vision set out in the Plan. The initial Plan was updated in 2008 and 2009 to identify new issues that emerged over time and modify plans as needed. Now in 2012 it is time to document the changes that have taken place on the campus in the areas of strategic planning, academic programs, enrollment, technology infrastructure and facilities and reaffirm the College’s Facilities Master Plan for the next five (5) years.

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ACADEMIC PROGRAMS Over the past three years, Cecil College has continued to grow in its enrollment and its academic programs. Students today have 20 new choices in the area of credit programs including 11 new degree programs, 5 new certificates and 4 new program options within existing degree programs. Changes in the economy and region as the result of BRAC has led to a number of the new programs developed at Cecil College. New programs in Government Contracting and Supply Chain Management have provided degree options that work in concert with and support a

government workforce. These programs are attracting students currently employed by the federal and local government and contracting workforce. The department of Business introduced degrees in Marketing and Human Resources. Visual Communication created a new degree in Gaming and Simulation. Arts and Sciences transfer students have new programs and options including psychology, pre-med/pre-dental, computer science, computer engineering, and drawing/painting. The Law Enforcement and Corrections programs were redesigned to reflect a more contemporary curriculum and majors in these fields have doubled. A chart depicting the past five (2007-2012) years of program approvals follows on the next page. The completion of the Physical Education and Activities building has provided additional general classrooms and space for the Fitness Trainer certificate and program. New courses have been added to the schedule allowing students more diverse offerings in life-long fitness and wellness courses. An Associate of Science degree in Exercise Science is a new degree program for students. Cecil College continues partnering with the Technology High School in nursing and horticulture programs. Continuing education also uses public school facilities for evening workforce programs.

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Four-Year Partnerships

Accelerated degree options in Social Work in collaboration with Salisbury University and in Leadership and Management with Wilmington University maintain consistent enrollment. Additionally, the nine week course format has increased in popularity with non-accelerated degree programs. Some of Cecil College’s general education courses are offered in nine week formats but all of government contracting, supply chain management, and law enforcement courses are offered in a nine week format. Starting in the summer 2012, students completing their Government Contracting degree at Cecil may consider enrolling in Salisbury University’s Perdue School of Business and earn a Bachelor of Science in Management-Purchasing, Procurement and Government Contracts Management Concentration. A student can complete their Associate of Arts in Teaching (AAT) from Cecil College and then complete their bachelor’s degree through a new Middle Level Teacher Education partnership with Wilmington University. Special Partners Drexel University: Online Degree in Nursing (90 transfer credits) Franklin University: Online Degree in Various Programs (90 transfer credits) Lakeland Community College: Associate Degree in Nuclear Engineering Technician Regis University: Online Degree in Various Programs (90 transfer credits) Salisbury University: On-site Accelerated Degree in Social Work (BSW & MSW) University of Delaware: Online Degree in Nursing (90 transfer credits) University of Maryland, Baltimore (UMB): On-site Degree in Dental Hygiene University of Wisconsin-Green Bay: Online Degree in Nursing (90 transfer credits) Widener University: Transfer Program in Paralegal in Wilmington (70 transfer credits) Wilmington University: Accelerated Degree in Leadership and Management (80 transfer credits) On-site Degree in Teacher Education for Middle Level Cecil College’s “Special Partners” provide unique features for our transfer students. One or all of the following benefits are granted to program completers: Onsite and/or online course offerings for the junior & senior years Special Scholarships for Cecil students Transfer agreements that allow transfer of 80-90 credits Aligned with regional workforce needs STEM – BRAC Focus Defense Acquisition University: Approved Equivalent Provider Salisbury University: On-site Baccalaureate Degree in Government Contracting University of Delaware: Bachelor’s Degree in Civil Engineering University of Delaware: Bachelor’s Degree in Supply Chain Management University of Maryland, Baltimore County: Bachelor’s Degree in Computer Science Partnerships In-Progress Cecil College is developing “Special Partner” agreements with the following institutions:

Drexel University: On-site Degree in Engineering (mechanical or system) University of Maryland (UMUC): Online Degree in Law Enforcement

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Transfer Agreements Cecil College has entered into over 800 transfer agreements with institutions throughout the state and 150 articulation agreements with institutions in border states. The College has agreements with 45 different public and private institutions in Maryland and the surrounding states. Effective Use of Alternate Academic Space With the ever present challenge of limited public transportation, Continuing Education has focused a great deal of effort on making programs accessible to as many regions of the county as possible. To accomplish this, Continuing Education evaluated both the space and security needs for our students who we serve most specifically in the evenings. As a result, evening continuing education courses are now clustered at five of the six Cecil County Public Schools (CCPS) high schools. Referred to as Adult Learning Centers, these locations enable us to help students easily attend classes in safe, comfortable surroundings that are already outfitted with the majority of equipment and technology needed by our instructors. This expansion within the high schools makes efficient use of existing resources and already constructed space. In this most recent term, fifty-six additional continuing education courses are currently offered at these sites. As Continuing Education focuses on meeting the needs of our community, some additional off campus space is required to provide opportunities for specialized courses. Some of these unique occupationally specific spaces are offered at the Adult Learning Centers as well. For instance, the kitchens located at the high schools allow Continuing Education to expand course culinary offerings in many areas. Physical activity spaces such as gyms provide an opportunity to expand programming into areas such as fencing. Again, these new courses utilize public schools specialized labs such as welding, automotive, and HVAC/R. In addition to the high school locations, many more courses and programs are being assigned space in non-college owned buildings in order to provide customized locations that match the space requirements for specific instruction: for example, a horse farm for our equine programs or an herb farm for an horticulture related classes. Other courses such as forklift operator training are delivered at business locations in the community utilizing their equipment and space as needed. Commercial Driver’s License along with several endorsements such as passenger bus driver and HAZMAT are taught in combination at locations on the North East campus and at the Bainbridge site in Port Deposit, Maryland. Motorcycle safety training, as required by the Maryland Motor Vehicle Administration for all those requesting a class M license, is conducted on a training range which uses the North East campus parking lot on week-ends. Elkton Station also serves as the headquarters for the County homeshool program. Afternoon sessions in areas ranging from computers to cultural experiences to physical

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activities enable homeschool children to meet their requirements in areas that would be very difficult to accomplish from home. Additionally, these classes provide a degree of socialization within the homeschool community. Youth programs to support STEM represent one of the largest growing areas with the addition of the Cecil Science Institute as a summer camp for the last three years. Ever evolving, camps are also expanding in the areas of visual communication, performing arts, and agriculture. Career exploration continues to be another strong focus on the programs being developed for all youth. As a result of this expanding programming, summer camps are now offered at Elkton Station and the North East campus.

The Family Education Center, located in Elkton, serves as the hub of activities for our educational offerings for children from 6 weeks to 5 years as they prepare to enter kindergarten. The location houses offices, specially outfitted classrooms appropriate for children of specific ages, an adult learning classroom and computer lab, a kitchen, and three playground areas. Families attending the Family Education Center may be there as Early Head Start participants or may be attending as private-pay clients.

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ENROLLMENT Cecil College has experienced tremendous growth especially in credit programs since fiscal year 2000 as have many other community colleges across Maryland and the nation. From 2007-2011 Cecil College total FTE increased 21.5%, averaging 5% annually with the majority of the increase in credit student enrollment which increased 31.3%. Tuition and fee revenue from credit students during the same period of time increased 37.8% while total tuition and fee revenue increased 34% averaging 8% annually. In the past two years this growth has slowed

but is expected to continue into the next ten years. Projections through fiscal year 2022 anticipate FTE to increase 30% again with the majority of the increase being driven by credit student enrollment which is expected to grow 34% while non-credit or continuing education program is expected to grow at a slower rate of 22%. Student headcount is anticipated to increase at a higher rate with more students taking fewer credits than in the past. Credit student headcount is projected to increase 63% driving up the need for facilities and classroom space; total student headcount is expected to increase approximately 40% from fiscal year 2012 to 2022. Credit student headcount is up 6.6% percent and FTE 3% for Spring 2012. The College continues enrolling an equal amount of full time traditional students seeking a college experience balanced with a similar enrollment pattern of part time nontraditional students. The blending of the enrollment mix places challenges on the College to provide facilities and services including study space, parking, recreation, and food services. Evening enrollment remains stable. Continuing Education (non-credit) enrollment experienced a slight increase the past Fall as it continues to regain strength with renewed focus on workforce programs, business contract training, and youth programming. The practice of co-listing courses with credit courses continues but with a focus on identifying courses in specific programs of study. Programming in the continuing education division continues to undergo constant change with approximately 20% of course offerings being new or revised each fiscal year.

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Revenue & FTE Comparisons FY 2007 – FY 2011

Credit FTE and Revenue Comparison

State Fundable FTE

Non-Fundable FTE

Total FTE

Revenue (Tuition &

Fees)

2007 1094 136 1230 $4,217,420

2008 1201 150 1351 $4,845,582

2009 1338 154 1492 $5,255,409

2010 1451 190 1641 $6,031,834

2011 1475 140 1615 $5,810,257

% Diff. (’07-’11) 34.8% 2.9% 31.3% 37.8%

Non-credit FTE and Revenue Comparison

State Fundable FTE

Non-Fundable FTE

Total FTE

Revenue (Tuition &

Fees)

2007 498 215 713 $1,228,268

2008 505 173 678 $1,224,950

2009 550 157 707 $1,239,746

2010 592 169 761 $1,465,250

2011 593 154 747 $1,480,387

% Diff. (’07-’11) 19.1% -28.4% 4.8% 20.5%

Total FTE and Revenue Comparison

State Fundable FTE

Non-Fundable FTE

Total FTE

Revenue (Tuition &

Fees)

2007 1593 351 1944 $5,445,689

2008 1706 322 2028 $6,068,172

2009 1888 311 2199 $6,495,155

2010 2043 359 2402 $7,497,084

2011 2068 294 2362 $7,290,644

% Diff. (’07-’11) 29.8% -16.2% 21.5% 33.9%

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Headcount Enrollment Projection by Program 10 Year Projection FY 2012 – FY 2022

Cecil College Enrollment

Enrollment by Credit Program (Fall)

Enrollment by Continuing Education Programs (Annual)

Student Headcount FY ‘12 FY ‘14 FY ‘16 FY ‘18 FY ‘20 FY ‘22

Credit (Fall) 2736 3016 3326 3667 4042 4457

Cont. Educ. (Annual) 6780 7193 7409 7860 8339 8846

Total 9516 10,209 10,735 11,527 12,381 13,303

Program FY ‘12 FY ‘14 FY ‘16 FY ‘18 FY ‘20 FY ‘22

Allied Health/Wellness & Physical Education

227 250 276 304 335 370

Business & Applied Technology

457 504 555 612 675 744

Fine Arts

235 259 286 315 348 383

Humanities

687 757 835 920 1015 1119

Math & Science

742 818 902 995 1095 1208

Social Science

361 398 439 484 534 588

Transportation/Logistics & Public Safety

27 30 33 37 40 45

Total

2736 3016 3326 3667 4042 4457

Program

Allied Health

556 590 608 645 684 725

Business Training & Non-Credit Contracts

1085 1151 1185 1257 1334 1415

Lifelong Learning (Pers. Enrich., Seniors, Youth)

1878 1992 2052 2177 2310 2450

Lifelong Learning (ABE/GED, Job Start)

1878 1992 2052 2177 2310 2450

MATLI & Workforce

1383 1468 7409 1604 1701 1806

Total

6780 7193 7409 7860 8339 8846

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FTE Enrollment Projection by Program 10 Year Projection FY 2012 – FY 2022

Cecil College Enrollment

FTE by Credit Program

FTE by Continuing Education Program s

Student FTE FY ‘12 FY ‘14 FY ‘16 FY ‘18 FY ‘20 FY ‘22

Credit 1670 1772 1880 1994 2115 2244

Cont. Educ. 735 765 796 828 861 896

Total 2405 2537 2676 2822 2976 3140


Allied Health/Wellness & Physical Education

150 159 169 179 190 202

Business & Applied Technology

267 284 301 319 338 359

Fine Arts

167 177 188 199 212 224

Humanities

379 402 427 452 480 509

Math & Science

501 532 564 598 635 673

Social Science

184 195 207 219 233 248

Transportation/Logistics & Public Safety

22 23 24 26 27 29

Total

1670 1772 1880 1992 2115 2244


Allied Health

165 172 179 186 194 201

Business Training & Non-Credit Contracts

56 58 60 63 65 68

Lifelong Learning (Pers. Enrich., Seniors, Youth)

102 106 110 114 119 124

Lifelong Learning (ABE/GED, Job Start)

304 317 330 343 356 371

MATLI & Workforce

108 112 117 122 127 132

Total

735 765 796 828 861 896

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INFORMATION TECHNOLOGY A number of significant upgrades, enhancements and standardizations have been implemented across all Cecil College campuses and locations in the past 5 years. Some of the most critical to College operations are as follows:

All recommendations that were

included in the “Cecil Community College – Information Technology Review” prepared in 2007 by Kaludis Consulting have been completed

Relocation of the data center resulted in right-sizing the environment, enhancing physical security and

ensuring power redundancy

Enhanced wireless access providing 100% penetration throughout all buildings on the North East and Elkton campuses

Enhanced cellular coverage providing 100% penetration throughout all buildings on the North East and Elkton Station campuses

Addition of core switch and storage area network

Server environment virtualized

Virtual desktop environment for students

Implementation of portal solution integrated with college ERP

Implementation of resource schedule solution

Re-design of college website including content management system

Integration of social network platforms into business unit practices

Implication of a digital signage system

A number of activities have been undertaken to address the adoption of the College strategic initiative addressing innovative technology in classrooms:

Established Learning Technology Center for faculty development

Established faculty committees to address and share teaching practices incorporating innovative learning technologies

Introduced a mobile version of the learning platform used to deliver online and hybrid courses

Partnered with sister colleges and universities to sponsor professional development opportunities for faculty

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Looking forward, Information Technology intends to continue the practice of maintaining technological excellence and innovation within the IT division and throughout the College community: students, faculty, staff and community and industry partners. A singular focus will promote the introduction of and best-practices adoption of instructional technologies. This includes the trend toward casual ‘learner-defined’ learning spaces particularly as it applies to renovated spaces and new construction. The College has made a commitment to students to ensure all technologies supported by the College and extended college community will include a mobile component. For example, the College has partnered with Google Inc. and will complete a thorough mapping of the external and internal spaces utilizing Google Maps technology and Google Street View technologies. The College network switch infrastructure is aging and will require considerable replacement efforts in anticipation of migrating to a 100% VOIP environment. Designs for the Engineering and Math building include a number of advanced technologies including TelePresence capabilities, spatial operating environments and accessing building information to inform and support course activities. Beyond traditional evergreen activities, enhancements and upgrades are being planned for:

Digital signage

Extensive implementation of classroom instructional technologies

Online technologies: synchronous and asynchronous

Mobile learning

Social media integration

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2010-2015 STRATEGIC PLAN Vision “Cecil College will be the premier provider for learning throughout the region.” Mission Cecil College is a comprehensive, open-admission, learner-centered institution. The College provides career, transfer, and continuing education coursework and programs that anticipate and meet the dynamic intellectual, cultural and economic development challenges of Cecil County and the surrounding region. Through support services and a technologically enriched learning environment, the College strives to empower each learner with skills, knowledge, and values needed for college preparation, transfer to four-year institutions, workforce entry or advancement, and personal enrichment. Further, Cecil College promotes an appreciation of cultural diversity, social responsibility, and academic excellence. This plan follows and to some extent builds upon two previous five year plans (2000-2005, and 2005-2010). It also was developed in parallel with the Middle State Commission for Higher Education process for re-accreditation. An advisory group was formed by the President that included a significant component of outside thinking to complement the Middle States Committee which was substantially informal. Called together twice at key times in the fall of 2009 were:

Paula Bartlett, Administrative Professionals Organization George Bell, Retired Professor Ryan Delp, Cecil College Student Tony Di Giacomo, Principal Planner, Cecil County Government Bonnie Giraldi, President, Academic Senate AJ Kelton, Director, Emerging Instructional Technology, Montclair State University KC Lee, Pastor and Community Member Harry Lenderman, Cecil College Trustee Mary Moore, Classified Staff Organization Artis Williams, Cecil College Foundation

Strategic Initiatives Strategic Initiative 1: Shift to an emphasis on student COMPLETION Strategic Initiative 2: Continue to champion Bachelors and Higher Degree Program Availability in CECIL COUNTY Strategic Initiative 3: Create workforce opportunities related to FEDERAL GOVERNMENT EXPANSION regionally and nationally, especially regarding Base Realignment and Closure (BRAC) Strategic Initiative 4: Become a regional leader in incorporating INNOVATIVE TECHNOLOGY for learning

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Core Values Values are principles, standards or qualities considered worthwhile or desirable by the Cecil College community. Values are areas where we find common ground as decisions are made. Our values influence choices such as who we hire and what we celebrate. The values of quality, learner centeredness, diversity and inclusiveness are well established continuing values in great evidence at Cecil College. The values of green, family friendly workplace, global, culture of evidence and thrift are aspirational values. While examples of their presence can be found, they are not as strong or widely held as desired. Over the next five years we plan to strengthen all of these values and their influence at Cecil College.

Quality – The College advances quality standards through faculty, academic offerings and support services provided to students. This is evidenced in institutional practices, learning and administrative outcomes.

Learner-Centered – The College maintains a strong commitment to all learners and their emerging needs, by fulfilling the academic, cultural, and workforce needs of the region.

Diversity – The College embraces diversity in its curriculum, activities, student population, and staff.

Inclusiveness – The College promotes a caring environment that is rooted in a participative governance structure. Mutual respect and trust are evidenced in collaborative work teams who cross over divisions, departments, and programs.

*Green – The College strives to be as gentle on the environment as practical. We conserve, recycle, use sustainable materials, and use practices to educate our community and set a strong example.

*Family Friendly Workplace – Policies and practices take a holistic approach recognizing that work is one component of a full and satisfying life.

*Global – Cecil’s students, family and staff are ready to thrive in a global community.

*Culture of Evidence – Cecil College uses data and makes the investments necessary to understand what practices support student success.

*Thrift – Decisions are made carefully so that resources are conserved and maximum value is delivered for taxpayers. Cost containment will be in great evidence in words and actions at Cecil College.

*New for 2010-2015

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EXISTING COLLEGE FACILITIES

LOCATION BUILDING NAME ACRES SQ. FT. YEAR BUILT / RENOVATED

North East Campus (including Athletic Fields) 167 Elkton Station 2.6 Family Education Center 2.7 North East, MD Technology Center 64,800 1988 Arts & Sciences 37,867 1972/1993 Community Cultural Center 54,860 1992 Physical Education Complex 50,070 1979/2010 Maintenance & Receiving 5,828 1982 Cedar House/Foundation 2,599 1995/2008 College Crossing/Bookstore & C

Services 4,175 2010 – Leased

Elkton, MD Elkton Station 52,034 2005 North Street/JobStart Program 4,110 2009 – Leased Family Education Center 8,868 2001 – LeasedPort Deposit, MD Bainbridge – CDL Program 1,920 2011 – Leased TOTAL GSF 287,131

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DEFERRED MAINTENANCE PROJECTS As reported in the 2009 Master Plan Update, the College has made significant progress in decreasing the number of deferred maintenance projects.

Table 1 Completed Maintenance Projects FY 2010 – FY 2012

Site/Campus Infrastructure Concrete Walkway Repairs $10,000Lighting Retrofit (new ballasts) $32,000Install 3 Additional Handicapped Door Openers $18,000Upgrade/Replace Locking Mechanisms to Standard System $39,000Install Additional Site Lighting $36,800Arts & Sciences Building Minor Renovation to Visual Communications Labs and Reading Writing Labs $14,527Community Cultural Center Theatre Aisle Lighting $25,000TOTAL $175,327

Table 2 Future Maintenance Projects See next page for details of 1 - 5

Cost Estimate 2013 Funding Pending

Site/Campus Infrastructure Install Way Finding Signage $55,000 Nature Trail Repairs $11,345 Repair Damaged Paver Walkway $18,000 Upgrade Instructional Technology (1) $225,000 $225,000Arts & Sciences Building Replace 2 Boilers (2) $240,000 Install ADA Compliant Signage $25,000 Community Cultural Center Upgrade Theatre Lighting System $200,000 $200,000Replace Entrance Doors/Add Vestibules (3) $122,000 $122,000Replace HVAC System – 3rd Floor (4) $142,000 $142,000Replace 8 Heat Pumps $245,000 Replace Skylights $160,000 Replace Existing Roof $93,100 Replace Ceiling Grid in Each Landing $12,000 Install ADA Compliant Signage $25,000 Technology Center Replace 2 Boilers (5) $240,000 Expand Fire Protection System $168,800 Install ADA Compliant Signage $25,000 Elkton Station Install Capacitor Banks to Reduce Energy Use $8,000 $8,000TOTAL $2,015,245 $697,000

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(1) Upgrade Instructional Technology: One of the four strategic initiatives in Cecil College's 2010-2015 Strategic Plan addresses the use of innovative technology in the classroom. The College is committed to providing access to innovative technologies and widely accepted instructional technologies to faculty and students results in positive academic outcomes. Contemporary research indicates that a more engaging learning environment increases retention and ultimately completion. To date initiatives that introduce innovative learning technologies have produced positive responses from students. Cecil College proposes to improve learning spaces by enhancing the availability of instructional technologies such as interactive whiteboards, mobile devices, student response systems, online resources, etc.

(2) HVAC Upgrades:

Arts & Sciences Building - Renovated in 1994, replace two oil fired boilers with 2 high efficiency copper fin tube boilers (including circulating pumps and motors).

(3) Replace Entrance Doors/Add Vestibule:

There are 3 primary entrances to the Community Cultural Center - Building A & B which was constructed in 1991. These units serve as the entrance to the Milburn Stone Theatre, Admissions Office and Veteran's Memorial Library and entrance to registration, advising and financial aid. All of these entrances are heavily used, no longer seal properly and need to have ADA hardware replaced. The College proposes to replace these units in order to conserve energy loss and provide adequate ADA access to students, staff and visitors. An additional set of doors would be added to the lower level (Registration and Financial Aid) to create a vestibule inside the building to trap cold air from coming in during the winter and warm air from infiltration during the cooling season and therefore reduce energy consumption.

(4) HVAC Installation: Community Cultural Center - Approximately 1500 sf of space on the 3rd floor of the Center was vacated recently when the College reduced the footprint of the data center equipment and relocated it to the Physical Education Complex. This move was completed in order to connect our IT functions to the building generator for emergency back-up of administrative and instructional systems. The former data center space was built with open floor vents and provided only cooled air to maintain the servers and other sensitive equipment. This configuration is not habitable for humans and therefore the College proposes to construct (including electrical wiring) and install a heating and cooling system that would be tied into the existing building system and enable this space to be usable for College operations.

(5) HVAC Upgrades:

Technology Center - Built in 1997 – The College proposes to replace two rebuilt cast iron boilers with 3 high efficiency copper fin tube boilers. All of these units have exceeded their expected life and require continual repairs. Natural gas connections would be added as an optional fuel source.

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FACILITIES UPDATE

Projects Completed 2009 - 2012:

College Bookstore & Career Placement Services at College Crossing (2010)

Total Cost: $ 136,000

Due to the rapid growth in enrollment and the College’s need for additional space, the College pursued the opportunity to relocate the Campus Bookstore and Career and Job Placement Services to a new facility across from the North East campus. College Crossing opened in spring of 2010. The new facility provides 4,300 square feet of finished space. This relocation has freed up space for academic programs, faculty offices and alleviated some parking congestion in the early part of the semesters.

College Crossing

College Bookstore Career & Job Placement Services

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The Seahawk Roost Café at North East Campus (2010)

Total Cost: $ 32,000 Once the bookstore relocated off campus, the College saw the opportunity to move the campus café closer to the Student Lounge and into a high volume academic building. This move enabled the College to significantly expand the café services and seating capacity. The Seahawk Roost Café is now open in a larger and more convenient location on the North East Campus in the Technology Center. Completed in August of 2010, the new 1,250 square foot Café is located nearby an open atrium with soft seating area frequented by students provides for convenient access to the new Café. The expanded Café has resulted in improved menu quality and offerings, speed of service and dining experience.

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Admissions & Marketing at North East Campus (2011)


After the café moved to the Technology Center, the College continued to enhance services by moving the Admissions and Marketing Departments into the vacated space of the former café. Renovation of a 2,500 square foot portion of the Community Cultural Center Building second floor was completed in August of 2011. Nine offices, reception area and meeting space was renovated for the Admissions Office and Marketing Departments. Prospective students can now walk on campus and easily find the Admissions Office which is located inside the main entrance of the Community Cultural Center Building adjacent to the library, previously the location of the Seahawk Roost Café. The Admissions Office was moved to this location to align the registration process flow to better serve the needs of perspective students. Relocation of the Marketing offices freed up some temporary office space in the Technology Center for math faculty until the new Engineering and Math Building is completed.

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Mid-Atlantic Transportation & Logistics Program at Bainbridge, Port Deposit, MD (2011)


Two 810 square foot office trailers were replaced on the Bainbridge site: one for the Truck Driver Training program and the second for the Bainbridge Development Corporation. This project was completed in the summer of 2011. Site upgrades included paved parking area, landscaping and upgraded electrical service. Office and classroom facilities were enlarged to accommodate the increasing student enrollment.

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JobStart Program at North Street, Elkton, MD (2009)


Academic space at Elkton Station has been made available due to the relocation of the JobStart program. In May, 2009, the College leased 3,973 square feet of space at 207 North Street. This new location in Elkton houses our Job Start program which is a grant-funded community employment initiative delivered in collaboration with the Cecil County Department of Social Services. This location is comprised of multiple offices, two classrooms, and a computer lab that support clients being able to move from public assistance to self-sufficient careers. Classrooms are used to conduct training, mock interviews, and numerous other group activities. Computer labs are used for resume preparation and job search. This space was recently expanded when another tenant vacated an 810 square foot adjacent space. Total square footage of 4,783 continues to serve the program and the College.

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Physical Education Complex at North East Campus (2010)

Total Cost: $ 19,739,000

The largest gathering space on campus, the multi-purpose Physical Education Complex far exceeds the limited scope of its predecessor. Objectives of the expansion project, which increased the building area by 71 percent, included promoting long-term health and wellness; incorporating new academic programs; and encouraging commuter student participation on campus. The project, completed in two phases, included the renovation of the existing Physical Education and Activities Building and the addition of a 20,870 square foot structure for a total of 50,070 square feet. The Physical Education Complex is a multi-use facility, for classes, athletic and fitness events, student collaborative learning, athletic camps, receptions, and commencement.

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CURRENT PROJECTS Engineering & Math Building (Phase 1) - Science Lab Renovations Estimated Cost: $ 3,638,000 The College's science labs are out of date and too small for the enrollment in lab courses. With the assistance of County funds, the College was able to refurbish two classrooms into one new, larger general biology lab that seats 24 students. Phase 1 of the Engineering & Math Building project includes the expansion, renovation and furnishing of new 24 station A&P and microbiology labs as well as a new 24 station chemistry lab. Expanded storage/lab prep rooms and faculty offices are also part of the project. The entire 4th floor (9,467 gsf) will be dedicated to Biology and Chemistry. This project will be completed during the summer of 2012 in preparation for the Fall semester. Expansion of the science labs to accommodate 24 students is necessary for efficiency of instruction and to meet the demand for science courses spurred by the Science, Technology, Engineering and Math (STEM) program in the public schools. See next page for floor plans

Lower Ceiling with Lighting

Images Applied to Dry Erase Colored Glass Board in Corridor and

Conference Room

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Engineering & Math Building (Phase 2) Estimated Cost: $ 23,450,000 The College is poised to build a 28,000 gsf building on its North East campus to support Engineering, Math/Science and Technology programs and the training needs of the BRAC related workforce associated with Aberdeen Proving Ground, Edgewood Arsenal, and related industries relocating to the region. The concept and program have been approved by the Maryland Higher Education Commission and the Department of Budget and Management. Design services are well underway under the guidance of Marshall Craft Associates and Riparius Construction who was recently selected as the construction management firm. Funding is anticipated in FY 2013. Actual construction is planned to begin March 2013 and be completed by August 2014. See next page(s) for floor plans

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FUTURE PROJECTS The Cecil College Facilities Master Plan also includes future development opportunities that will be influenced by the rate of the College’s enrollment growth, expansion of academic programs, potential partnerships with other institutions of higher education, and the availability of funding. These projects currently include: 1. Student Center and Campus Development:

This project has three related components including a “one stop” Student Services Center, demolition and reconstruction of the Maintenance Building and site work for an additional entrance to the campus. The Student Services Center is a "one stop" Student Services Center to serve the College’s growing student population and provide the following services: Admissions, Advising, Career Development, Registration, Financial Aid, Food Service, Student Government and Activities Offices, Health Services and Conference Center. The new Maintenance Building may be designed to include the co-location of County EMS services and a sub-station for the North East Fire Company. The alternate entrance will enable students and staff to evacuate campus safely and quickly in the event of an emergency. This project includes extension of parking facilities and utilities: water, sewer, electricity, and telecommunications.

2. Renovations of the Academic Hub:

The creation of a new Student Center will consolidate student support services, food service and conference center activities into one facility and open existing space in the academic core of the campus for renovation. Projects include the development of a Learning Commons connected to the Library, relocation of Visual Communications and renovations within the Technology Center.

3. Parking Garage/Deck:

Cecil College parking space continues to be a challenge as enrollments grow and buildable land is limited. In order to meet future demand for parking and maximize the efficient use of land, the College anticipates constructing a parking/deck/garage in the lower parking lot. This preserves the land for future buildings, maintains open pedestrian circulation, and is an environmentally sustainable solution compared to paving acres of land.

4. University Partner:

Cecil envisions the presence of a university owned facility on its campus, potentially connected to a future building that will offer complimentary upper division programs leading to baccalaureate degrees.

5. Student Housing:

A student residential community could be located north of the core campus buildings to provide housing for the College’s growing enrollment, especially international students. The concept includes informal recreational areas and ample parking.

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Cecil College 2012 Master Plan

APPENDICES

33

2010- 2015

Approved by theCecil College

Board of TrusteesJune 24, 2010

Cecil College Strategic Plan

One Seahawk DriveNorth East, MD 21901410.287.6060www.cecil.edu

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This plan follows and to some extent builds upon two previous five year plans (2000-2005, and 2005-2010). It also was developed in parallel with the Middle State Commission for Higher Education process for re-accreditation. An advisory group was formed by the President that included a significant component of outside thinking to complement the Middle States Committee which was substantially informal. Called together twice at key times in the fall of 2009 were: Paula Bartlett, Administrative Professionals Organization

George Bell, Retired Professor Ryan Delp, Cecil College Student

Tony Di Giacomo, Principal Planner, Cecil County Government Bonnie Giraldi, President, Academic Senate AJ Kelton, Director, Emerging Instructional Technology, Montclair State University KC Lee, Pastor and Community Member Harry Lenderman, Cecil College Trustee Mary Moore, Classified Staff Organization Artis Williams, Cecil College Foundation

FOREWORD

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Values are principles, standards or qualities considered worthwhile or desirable by the Cecil College community. Values are areas where we find common ground as decisions are made. Our values influence choices such as who we hire and what we celebrate. The values of quality, learner centeredness, diversity and inclusiveness are well established continuing values in great evidence at Cecil College. The values of green, family friendly workplace, global, culture of evidence and thrift are aspirational values. While examples of their presence can be found, they are not as strong or widely held as desired. Over the next five years we plan to strengthen all of these values and their influence at Cecil College. Quality – The College advances quality standards through faculty, academic offerings and support services provided to students. This is evidenced in institutional practices, learning and administrative outcomes. Learner-Centered – The College maintains a strong commitment to all learners and their emerging needs, by fulfilling the academic, cultural, and workforce needs of the region. Diversity – The College embraces diversity in its curriculum, activities, student population, and staff. Inclusiveness – The College promotes a caring environment that is rooted in a participative governance structure. Mutual respect and trust are evidenced in collaborative work teams who cross over divisions, departments, and programs. *Green – The College strives to be as gentle on the environment as practical. We conserve, recycle, use sustainable materials, and use practices to educate our community and set a strong example. *Family Friendly Workplace – Policies and practices take a holistic approach recognizing that work is one component of a full and satisfying life. *Global – Cecil’s students, family and staff are ready to thrive in a global community. *Culture of Evidence – Cecil College uses data and makes the investments necessary to understand what practices support student success. *Thrift – Decisions are made carefully so that resources are conserved and maximum value is delivered for taxpayers. Cost containment will be in great evidence in words and actions at Cecil College. *New for 2010-2015

CORE VALUES

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“Cecil College will be the premier provider for learning throughout the region.”

Cecil College is a comprehensive, open-admission, learner-centered institution. The College provides career, transfer, and continuing education coursework and programs that anticipate

and meet the dynamic intellectual, cultural and economic development challenges of Cecil County and the surrounding region. Through support services and a technologically enriched

learning environment, the College strives to empower each learner with skills, knowledge, and values needed for college preparation, transfer to four-year institutions, workforce entry or advancement, and personal enrichment. Further, Cecil College promotes an appreciation

of cultural diversity, social responsibility, and academic excellence.

Cecil College Vision and Mission were adopted on April 28, 2005 as part of the 2005-2010 Strategic Plan.

VISION

MISSION

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Cecil College will: Strategic Initiative 1: Shift to an emphasis on student COMPLETION. Over the past ten years the focus was on enrollment growth. During this planning period we will measure and adopt practices that will see our numbers move to the top third of comparable community colleges in terms of course, certificate, degree, transfer, and employment completion. This initiative will focus on student success and goal attainment. A key aspect of reaching this goal will be continued dedication to academic excellence and high expectations for students backed by rigorous standards. The college has many academic strengths. Establishing data points to completion is an area where progress must be made. The Integrated Postsecondary Education Data System (IPEDS) October 2009 report indicates:

1. Cecil’s graduation rate of full-time, degree/certificate seeking undergraduates within three years is 7% compared to 24% for a comparison group.

2. Graduation rates were 5% as compared to 21% for the comparison group.

3. Cecil’s transfer out rate was reportedly 8% as compared to 15% for the comparison group.

The federal government has made completion a priority. In February of 2009, President Barack Obama called for America to once again lead the world in the percentage of adults who have a bachelor or higher degree by 2020. Today that percentage is 39% and must go to 55% or higher. In July as part of the American Graduation Initiative, the President called for five million additional community college graduates. Strategic Initiative 2: Continue to champion Bachelors and Higher Degree Program Availability in CECIL COUNTY. Educational attainment in Cecil County trails the rest of Maryland and the nation. Making the area’s workforce poorly prepared for the knowledge economy. There are not enough local folks who have the credentials for the high demand occupations in the region. The percentage of Cecil County adults having a bachelor’s degree has risen from 15% to an estimated 19%. During the same period the State average has gone from 32% to 40% thus widening the gap. The County lacks a four year college. Cecil College will share its leadership team, facilities, and land to grow and establish a market for bachelor and graduate programs. It will continue to cultivate University partners who will help develop the market. These activities will be done in parallel with improving articulation agreements with regional providers and promoting and supporting countians pursuing distance education degrees. By 2015, the gap between educational attainment of adult countians and the average for the state will begin to close.

STRATEGIC INITIATIVES 2010 - 2015

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Strategic Initiative 3: Create workforce opportunities related to FEDERAL GOVERNMENT EXPANSION regionally and nationally, especially regarding Base Realignment and Closure (BRAC). Employment at Aberdeen Proving Ground is expanding greatly. This College is responding with new opportunities in engineering and the entire science, technology, and math area. A new Engineering and Math Building including science lab renovations are currently under design. Government Contracting and a revamped Logistics curriculum are some of the new academic opportunities available to align students with well paying jobs in our region. Strategic Initiative 4: Become a regional leader in incorporating INNOVATIVE TECHNOLOGY for learning. Web access and other communication devices are more available, portable, and ever changing. Cecil will become known in the area for showing leadership in advancing student learning through these emerging technologies.

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1. Shift to an emphasis on student completion. Strategies:

1.1 Maintain academic excellence while focusing on student completion. 1.2 Make pathways to degrees clearer for students.

1.3 Shorten time to degree completion via schedule changes and possibly the approach to

developmental education (MSCHE Recommendation - Standards #13: Related Activities: As proposed in the next iteration of the Strategic Plan, College priority should be given to significantly improve student success in developmental courses and measure progress into college level courses.)

1.4 Look for alternatives to identified barriers to degree completion that uphold academic

excellence and provide the appropriate outcomes.

1.5 Orient the institution’s compass from enrollment measures to completion measures. 1.6 Continue to work with K-12 partners to improve college readiness. 1.7 Advance student engagement via clubs, activities, governance, honors program, etc. 1.8 Fully commit to engage student tracking and other measurable interventions. Expand

the use of the academic monitoring system among all full- and part-time faculty. 1.9 Identify unofficial degree completers and near degree completers and facilitate

appropriate degree awards. 1.10 Support the grant writing and administration infrastructure to pursue funds and other

support to advance the strategies around completion.

1.11 Make certain there is effective personalization so that every student knows someone who cares about them and their academic progress.

1.12 Examine course attendance and completion as a part of the larger goal of stronger

certificate and degree completion.

1.13 Engage students in the college experience beginning in the orientation program by emphasizing academic expectations, preparedness, and techniques for success.

1.14 Increase diversity among full-time faculty as a mechanism to strengthen the engagement and completion rates of students of color.

STRATEGIC INITIATIVE #1

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1.15 Implement actions to insure that our students will become financially literate.

1.16 Middle States Commission on Higher Education (MSCHE) Recommendation (Standards

#10 Faculty): The team concurs with the recommendation proposed in the self-study that Cecil develop strategies to more systematically evaluate adjuncts and provide professional development opportunities for them aligned with evaluation results and scheduling demands.

1.17 MSCHE Recommendation (Standards #11 Educational Offerings): The team supports

Cecil’s recommendation that the academic program review process be formalized and made more consistent.

1.18 MSCHE Recommendation (Standards #11 Educational Offerings): Cecil needs to

develop an overall plan for the addition of courses and programs in distance learning with attention to student support and adequate full time faculty involvement.

1.19 MSCHE Recommendation (Standards #12 General Education): The effectiveness of

General Education has been assessed through student outcome surveys (satisfaction instruments) and faculty self-evaluations not through any quantitative measures of overall learning outcomes. Cecil should look to other evaluative methods for assessing the achievement of the stated learning outcomes.

1.20 MSCHE Recommendation (Standards #14 Assessment of Student Learning): The team

concurs with the Self-Study recommendation that the College refine and improve the Academic Program Review process and focus more specifically on student learning and successful outcomes (see also Standards #11).

1.21 MSCHE Recommendation (Standards #14 Assessment of Student Learning): The team

also recommends that all departments follow common rubrics for clear and consistent SLOs at the program level and that they make the program outcomes as readily available as the course outcomes.

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2. Continue to champion bachelors and higher degree program availability in

Cecil County.

Strategies:

2.1 Salisbury University Salisbury University has been successfully delivering a social work program at the bachelor’s and master’s degree level for the past several years at our Elkton Station location. The partnership relies on video connections to Salisbury. The University is very interested in expanding these arrangements to the North East campus. They are attracted by: 1) The technological infrastructure, facility support and administrative support. 2) The success so far. 3) The new opportunities afforded by BRAC (Base Realignment and Closing).

The Purdue School of Business expansion to the College’s North East campus is being considered to include an emphasis in Government Contracting to compliment Cecil College’s curriculum.

2.2 Wilmington University Wilmington University is expected to be approved by the Maryland Higher Education Commission (MHEC) to deliver a bachelor’s program in Teacher Education with a middle school focus. The program will be based at Cecil’s Elkton Station. It will be complimentary to Cecil College’s Teacher Education Program, as well as a great source for home grown teachers for Cecil County Public Schools.

2.3 Drexel University

Drexel University is being cultivated to bring certain engineering baccalaureate programs and other four year degrees to Cecil’s North East campus. This would parallel Drexel University’s partnership with Burlington County College in New Jersey and build upon the extensive set of articulation agreements finalized between Cecil College and Drexel University in the fall of 2009. This allows students to take two plus years of their Drexel degree through Cecil College.

2.4 University of Delaware

Discussions are advancing with the University of Delaware that may see: 1) Engineering Program articulations that will allow students to take the first two

plus years of curriculum through Cecil College. 2) Co-delivery of both engineering and logistics curriculum at Aberdeen Proving

Ground partnering Cecil College and University of Delaware.


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2.5 University of Maryland University College (UMUC)

Explore University of Maryland University College (UMUC) as a larger partner with Cecil College including bachelor’s degree programming in criminal justice.

2.6 HEAT Center in Harford County Further establish the Regional Higher Education Center (HECC, Higher Education Conference Center) at the HEAT Center in Aberdeen as well as Towson University’s proposed expansion Harford Community College in Churchville as options for Cecil countians.

2.7 Fill other gaps and add other potential partners to deliver programs in Cecil County: 2.7.1 Hospitality Industry (Could a partnership with University of Maryland Eastern

Shore compliment what the University of Delaware offers) 2.7.2 Information Technology – systems and security education 2.7.3 Healthcare – are there additional opportunities? 2.7.4 Green or environmental education 2.7.5 International education 2.7.6 Civil engineering

2.8 Continue to support and plan for a campus at Bainbridge that could include a

business incubator as well as a site for upper division and graduate programs as well as Cecil College offerings.

2.9 Build stronger pipelines of students in majors that lead directly to degree programs hosted by 4-year institutions in Cecil County.

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3. Create workforce opportunities related to federal government expansion

regionally and nationally especially regarding BRAC.

Strategies: 3.1 Fully implement the STEM partnership with Cecil County Public Schools.

3.2 Design and build an Engineering and Math academic building and renovate the science

labs on the North East campus.

3.3 Make sure the administrative infrastructure is in place to take advantage of federal grant opportunities as well as federal financial aid.

3.4 Continue developing and modifying programming to support the workforce needs of

Aberdeen Proving Ground (APG) and the contractor community.

3.4.1 Government Contracting 3.4.2 Logistics 3.4.3 Human Resources

3.5 Set up the infrastructure to handle the large numbers of internships.

3.6 Prepare for another round of Base Realignment and Closing (BRAC) in 2015. Current

round to be complete by September 30, 2011.

3.7 Further develop partnerships with the tenants at the Perry Point Veterans Hospital.

3.8 Strengthen the alignment between the College’s Career Placement Services, federal agencies, and government subcontractors to create clear pathways to employment for students.


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4. Become a regional leader in incorporating innovative technology for

learning.

Strategies: 4.1 Create 100% wireless campuses and facilities that support less formal distributed

learning.

4.2 Shift professional development funds and sabbaticals toward this initiative.

4.3 Further develop the nascent Technology for Learning Center and faculty support.

4.4 Make evidence of early adoption of technology part of the criteria in hiring especially for faculty and academic administration.

4.5 Review resource allocations for virtual computer labs to allow access on and off

campus, libraries, etc. with consideration for the learning opportunities they represent.

4.6 College leadership models early adoption of innovative technology while conducting

college business.

4.7 Continue learning management systems, on-line course offerings and hybrid course delivery.

4.8 Secure financial resources to support innovative technology for learning.

4.9 Middle States Commission on Higher Education (MSCHE) Recommendation (Standards

#11 Educational Offerings): Cecil needs to develop an overall plan for the addition of courses and programs in distance learning with attention to student support and adequate full time faculty involvement.

4.10 Broaden the use of innovative technology to increase the feasibility of hosting more

baccalaureate programs in Cecil County.


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A. Highlights of the 2005 – 2010 Strategic Plan

B. Internal Data

C. External Data

D. Cecil College Planning Model

E. Middle States Commission on Higher Education Recommendations

APPENDICES

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Strategic Initiative 1: Cecil College will place innovative learning opportunities, academic excellence, and student success at the forefront of all we do.

The College developed a wide range of courses offered in condensed formats within each semester to address the need of students, particularly adult learners, to enroll in more courses each semester. Since fall 2005, enrollment in this course format increased from 10 FTE’s to 70 FTE’s. Multiple experiential learning courses and field experiences were introduced as requirements in two degree programs (Business/Leadership and Social Work) to enhance the College’s ability to embed “real-work” experiences into requirements prior to graduation. The Government Contracting Certificate was developed and launched in FY 2009 in an accelerated pattern to align with the schedules of working adults. This program is an option within Business and Commerce and is in direct alignment with BRAC workforce needs. Blackboard software is now used routinely in the majority of credit courses to enhance student communications in online and traditional delivery formats. Clicker technology is integrated in the math curriculum. A College portal was implemented in FY 2009 to enhance student communications and increase online support for student starting in the early stages of their enrollment. Fall-to-fall retention rates increased from 40.3% in FY 2005 to 45.8% in FY 2009. Significant programming and heightened emphasis was placed on the online academic monitoring system to improve the retention rates. Performing Arts programs were expanded to offer a full complement in art, dance, music, and theater. Transfer agreements were developed and approved with four year institutions. Student recitals and performances are showcased annually and promoted through area Arts Councils. Results of the Community College Survey of Student Engagement indicated a need to expand financial aid and career services. Subsequently, financial aid has increased participation rates to 46% (From 39% in FY 2005), and a new Career Center is opening in spring 2010 with staff additions. Since 2007, Academic Programs has maintained an annual schedule for program review whereby individual disciplines complete a comprehensive review process. The programs reviewed since that time are Business Administration, Electronics, Computer Information Systems (2007); Nursing-RN, Nursing-LPN, Emergency Medical Technician-Paramedic, Visual Communications, and Medical Assisting (non-credit) (2008); and English and Reading (2009). The College launched the STEM Academy in partnership with the public schools to create clear academic pathways for students starting in grade 8 through baccalaureate completion in the areas of engineering, biological sciences, and physics. Unique partnerships were developed with four year institutions to accommodate transfer students. Since 2005 these include:

o Drexel University: Online Degree in Nursing (90 transfer credits) o Salisbury University: On-site Accelerated Degree in Social Work (BSW & MSW) o University of Delaware: Online Nursing Degree at In-State Rates (90 transfer credits) o University of Maryland, Baltimore (UMB): On-site Degree in Dental Hygiene o University of Wisconsin-Green Bay: Online Degree in Nursing (90 transfer credits) o Wilmington University: Accelerated Degree in Leadership & Mgmt. (80 credits)

Strategic Initiative 2: Cecil College will expand its pattern of responsible enrollment growth, enhance its learning facilities and continue to broaden its course and program options.

A. HIGHLIGHTS OF THE 2005 - 2010 STRATEGIC PLAN

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18 new programs, 40 certificates, and 122courses were approved between since FY 2005. Beginning in FY 2008 the non-credit area has more actively engaged the local community to identify workforce training needs and is introducing shot-term training options each enrollment cycle. Emphasis is placed on developing programs that result in industry based certifications. Distance education learning options have been expanded from 57 courses in FY 2005 to 201 courses in FY 2009. The language program offerings were expanded to include Chinese and Russian. Partnerships with regional employers have remained stable at approximately 20. It is anticipated that this number will increase to 25 in FY 2010. Academic Programs developed programs and partnerships to advance all STEM programming through the baccalaureate level. An associate’s degree in Engineering and Certificate in Biotechnology were added and aligned with transfer institutions to provide students seamless transition through the baccalaureate level. The Campus Facilities Plan was developed in FY 2006 and updated in FY 2008 & 2009. Both Major and minor capital projects were advanced in each year since the plan was adopted to ensure that college facilities are continuously added, renovated, and maintained in a manner that is consistent with programmatic and enrollment demand. Priority consideration for capital projects related to science and technology is evident through project completions. Two new science labs were added in FY 2008 and 2009. The College has also begun the design phase for a new Engineering and Math building with a projected completion date in FY 2012. Beginning in FY 2007 the College implemented a marketing campaign that focused on workforce preparation. The campaign included print, billboard, mobile promotion, and radio ads. Enrollment has increased 34.8% in FTE’s (1109-1495) between FY 2005 – FY 2009. During this same period out-of-district enrollment represented 13% of the student population. The College Foundation achieved and exceeded its goal of $3 million in the major gifts campaign and has subsequently increased scholarship allocations to students from $53,000 in FY 2005 to $163,000 in FY 2009.

Strategic Initiative 3: Cecil College will develop and allocate human, fiscal, and technological resources to ensure academic excellence.

Cost containment measures, which have been implemented annually since FY 2005, resulted in annual savings of $147,476 in 2005, $214,350 in 2006, $114,020 in 2007, $97,000 in 2008, and $384,000 in 2009. Funds were secured to ensure that all employees’ salaries were adjusted to 90% of the mid-point by June 2007. The College Foundation increased annual fundraising from $83,000 in FY 2005 to $567,000 in FY 2009. Of these dollars the unrestricted account increased from $20,000 to $57,000. The College used an external consultancy to develop short, intermediate, and long term goals for technology. Through priority funding and new leadership the goals have been advanced. Computer labs, office computers, the website, the internet connection were all upgraded between FY 2008 and 2009. The website is being audited in consideration of advances in web development technologies and trends in student use patterns. A college portal was implemented in FY 2009. The portal provides ubiquitous access via web browser technologies and is available to students, faculty, and staff 24/7/365. The IT department has also instituted a Help Desk hotline. An on-call IT person will pick up the phone when there is any technical problem. IT accessibility has greatly decreased the student complaints about down class time.

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Significant upgrades were made in the Safety and Security area to include expansion of staffing (full and part-time) and equipment purchases focusing on both safety and security issues. The College has aligned with local and state emergency service agencies to improve awareness of the College’s needs related to safety and security. The College was designated as one of the sites for a county-wide bio-hazard drill involving all county emergency agencies. 10 year Campus Master Plan was developed in 2006 and updated in 2008 and 2009. The College has secured a new location across from the North East site for Career Services to expand the emphasis on job placement.

Strategic Initiative 4: Cecil College will create educational opportunities for a diverse community of learners and business partners that stress access, flexibility, and timely learning solutions.

Strategies were advanced to promote the value of a college education throughout the region. Over the past five years degree completion rates of county citizens has increased by approximately 3% to 19% of the citizenry. Two accelerated degree programs, developed, approved, and launched since 2005, targeted adult learners. Students can complete a degree in Business & Leadership or Social Work in 17 months. A certificate program in Government Contracting was added in FY 2010 in accelerated format. The College’s “Cultural Diversity Plan,” which continues to be implemented annually has resulted in minority enrollment that exceeds averages for the jurisdiction. The enrollment of minority students increased from 235 to 284 between FY 2005 to FY 2009 The internal program approval timeline was decreased from 18 to 8 months between FY 2005 and FY 2008. This shortened timeline allows the College to be more nimble and response to regional workforce demands.

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Cecil College: Enrollment Highlights

Annual FTE

The data below displays credit enrollment for the period FY 2005 – FY 2009. As displayed, credit FTE grew by 34.8%. Financial aid has also seen corollary increases as a result of student enrollment growth. The trends related to enrollment are as follows:

Annual Credit Unduplicated Student Enrollment FY ‘05 FY ‘06 FY ‘07 FY ‘08 FY ‘09 % Change FY ’05 – FY ‘09

2630 2669 2737 2956 3133 19.1%

Percent of County Residents Served through Credit Programs FY ‘05 FY ‘06 FY ‘07 FY ‘08 FY ‘09 % Change FY ’05 – FY ‘09

2.20%

2.30%

2.30%

2.50%

2.50%

Enrolling a larger % of a growing population

In fall 2008, 44% of Cecil students were full-time, compared to 38% for the same period in 2005. Other trends include a larger number of male students, greater diversity, and a stronger regional representation in the student body. New opportunities in late starts (classes beginning after the traditional 15-week semester) have increased enrollment and academic offerings. The systematic building of late start classes began in the last five years and in fall 2009 resulted in 9.0% of the semester total. Twenty-nine percent of Cecil County high school graduates transitioned to credit classes at Cecil College in fall 2008, an increase of 6% over fall 2005. Of the total Cecil County Public School 2008 graduates, 78% (896 students), had registered for either a Cecil credit or non-credit course at some point in their lives.

Annual Non-Credit Unduplicated Student Enrollment

FY ‘05 FY ‘06 FY ‘07 FY ‘08 FY ‘09 % Change FY ’05 – FY ‘09

B. INTERNAL DATA

767 693 679 678 707

1109 1167 1230 13541495

1876 1860 1909 20322202

0

400

800

1200

1600

2000

2400

2005 2006 2007 2008 2009

Cont. Ed.

Credit

Total

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5368 5371 5265 4661 4688 -12.7% Percent of County Residents Served through Non-Credit Programs

FY ‘05 FY ‘06 FY ‘07 FY ‘08 FY ‘09 % Change FY ’05 – FY ‘09

4.04%

4.22%

4.24%

3.85%

3.92% Enrolling a smaller % of a

growing population

Enrollment in non-credit programs experienced an approximate 3% decline annually between FY ’05 to FY ’09. This was not distinctly dissimilar to community colleges throughout the State. The percent of Cecil County citizens enrolled in non-credit courses decreased at a lower rate than out-of-county and out-of-state students.

Cecil College: Cost Comparison

Annual Costs for Cecil Residents to Attend Area Colleges

Tuition & Fees

University of Delaware $23,186 Goldey-Beacom $17,880 Delaware State $13,742 Wilmington $9,030 UMBC $8,872 University of MD Baltimore $7,941 Towson $7,418 Salisbury $6,618 Delaware Tech. & Community College $6,471 UMUC $5,820 Average – MD Community Colleges $3,290 Cecil College $3,010

Annual Costs for County Residents at Maryland Community Colleges

Tuition & Fees

Credit Hour

Howard $3,993 $114 Harford $2,610 $77 Wor-Wic $2,624 $81 Garrett $3,210 $86 Baltimore City $3,062 $88 Anne Arundel $2,920 $88 CCBC $3,102 $90 Cecil $3,010 $90 Chesapeake $3,304 $94 Prince George’s $3,920 $96 Frederick $3,267 $96 Hagerstown $3,270 $98 Carroll $3,407 $99 Allegany $3,164 $99 College of Southern MD $3,690 $100 Montgomery $4,092 $102 Systemwide Average $3,290 $94

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Cecil County: Population Highlights Sources: Cecil County, Maryland Comprehensive Plan 2010 – DRAFT and The Cecil County Growth Study (2007)

As of 2010, Cecil County’s population, including municipalities, is estimated at approximately 103,800, an eight percent increase over the County’s population of 96,195 in 2005. This number is projected to increase to approximately 154,900 by 2030, or 49 percent.

Projections approximate that 80 percent of the County’s population growth (40,937 of 51,126 persons) between 2010 and 2030 will occur in growth areas, with the remaining 20 percent divided between North Rural (18 percent) and South Rural (2 percent) areas. Population in the growth areas would increase by 63 percent between 2010 and 2030.

As of 2010, Cecil County has approximately 40,600 housing units. This number would increase to approximately 62,400 by 2030. The number of households in the County also would increase, from approximately 38,300 in 2010 to 59,100 in 2030. The number of housing units is larger than the number of households because Cecil County has an approximately nine percent housing unit vacancy rate. The rates of growth and geographic breakdown of the change are similar to the rates of population change.

Population Projections

Population 2005 2010 2020 2030 Change 2010-2030 Percent of Countywide

Change Number Percent

Growth Areas 59,477 65,420 85,507 106,357 40,937 63% 80% North Rural 32,190 33,750 39,241 43,067 9,317 28% 18% South Rural 4,528 4,658 5,248 5,530 872 19% 2% TOTAL 96,195 103,828 129,996 154,954 51,126 49% 100%

By 2030, the County’s share of the statewide population is projected to rise from 1.7 percent to 2.4 percent. The Maryland Dept. of Planning suggests that Cecil County’s population growth and percentage household growth will be more rapid than any of Maryland’s other 24 jurisdictions. Cecil County’s senior and youth populations are both increasing rapidly. Between 2005 and 2025, the County population 65+ will more than double, increasing from slightly over 10,000 to over 21,000. Paradoxically, Cecil County will also be getting younger. Between 2005 and 2025, Cecil will add population below the age of 19 more quickly than any jurisdiction in Maryland.

Cecil County: Employment/Labor Market Highlights

C. EXTERNAL DATA

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Sources: Cecil County, Maryland: Brief Economic Facts (2006-2007) and The Cecil County Growth Study (2007)

Cecil County’ economic and demographic profile continues to reflect a rural and blue collar heritage. In this regard, Cecil County significantly distinguishes itself from other Maryland jurisdictions. Whereas fewer than 1 in 16 jobs in Maryland is in the manufacturing sector, in Cecil County, more than 1 in 7 jobs is in manufacturing. Historically, this mix of jobs has served Cecil County well, with jobs in manufacturing and distribution offering competitive pay and benefits relative to skill levels. By contrast, statewide, roughly 1 in 4.5 jobs is in professional services or finance while in Cecil County the corresponding statistic is 1 in 11 jobs. Cecil County also has a proportionately larger distribution sector, with less presence in information technology.

The chart below profiles the share of non-agriculture employment by industry for Cecil County and Maryland.

Non-Ag Employment by Industry, Cecil County and Maryland Industry Proportion of Cecil Employment Proportion of Maryland

Employment Government 21.0% 16.9%

Trade, Transportation, & Utilities 20.2% 18.7% Manufacturing 15.1% 5.6%

Leisure & Hospitality 12.6% 9.8% Education & Health Services 9.6% 13.5%

Construction/Mining 7.8% 7.8% Professional & Business Services 6.1% 15.5%

Other Services 3.8% 3.8% Financial Activities 2.9% 6.4%

Information .9% 2.0% Source: Maryland Department of Labor, Licensing, and Regulation

The County’s employment base has begun to reflect the economic integration occurring with proximate metropolitan areas, with expansion in professional, business, and financial services. At the same time, Cecil’s traditional economic activities, manufacturing and distribution, also continue to rise.

The five major employers in Cecil County are W.L. Gore & Associates (GORE-TEX products), Perry Point VA Medical Ctr. (medical services), Union Hospital of Cecil County (medical services), Terumo Medical Corporation (medical products, research & development), and ATK Elkton (propellants, rocket motors).

In raw numbers, Cecil County’s civilian labor force averaged 49,105 in 2005, with an unemployment rate of 4.5%.

Fewer than half of Cecil County residents remain in the county for work, compared to 52% in Harford County and 86% in New Castle County, DE. While many choose to commute, the absence of white color employment opportunities contributes to the high commuter rates. Mean travel time to employment for workers age 16+ - 28.2.

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Median household income (2004): $55,088 Per capita income (2004): $31,759 (total income divided by total population age 15+)

8.1% of the Cecil population falls below the 2004 poverty level.

Cecil County: Education Highlights

Educational Attainment (age 25 and over):

High school graduate or higher 81.2% Bachelor’s degree or higher 20.0%

Public school graduation rates have remained relatively constant over the past 10 years (1998 – 2007), averaging 83.1%. The highest percentage of graduates across this period was 85.4% in 2004.

The number of students graduating from Cecil County public schools will increase only minimally over the next 5 years.

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To ensure that stakeholders are involved in the Strategic Plan’s development, approval, and implementation processes, engagement of relevant constituencies is sought in a variety of ways:

College Management Team (CMT) – The CMT includes representation of all college affinity groups, (executive staff, faculty, classified staff, middle management, and students). The members solicit feedback from their respective constituency groups. The CMT also functions as the budget development committee: reviewing funding requests and recommending priorities based on alignment with the Strategic Plan and institutional needs. Board of Trustees – The president provides a working draft to all trustees. Revisions are made based on the suggestions of the board members. Foundation Board Members – The chief Institutional Advancement Officer distributes the plan to the Foundation Board for comments, additions, and revisions. This feedback is then forwarded to the Strategic Planning Committee. Affinity Group Meetings – The president meets with each of the College's affinity groups, including the Student Government Association, to solicit feedback and comment regarding the development and on-going relevance of the Strategic Plan. Community Groups – Key stakeholders, including local legislators, students, and representatives from area businesses and the public schools, discuss the plan. The responses of the groups are used to develop and refine the plan. Faculty and Staff Groups – Members of the college community, to include representation from faculty, entry and middle management, and support staff, participate in the development of the Strategic Plan. They are also responsible for implementing strategies outlined in the plan and for reporting results achieved germane to their area of focus. Annual status reports are communicated bi-annually at All College Day by the President.

The Strategic Plan is supported through subsidiary plans (Academic, Assessment, Cultural Diversity, Human Resources, Marketing, Safety and Security, Strategic Enrollment Management, and Technology). Additionally, the College continuously updates the Campus Master Plan to ensure physical resources and facilities are aligned with the Strategic Plan. Since funding priorities are ranked, in part, based on the connection to the Strategic Plan, there is considerable incentive to link all planning to this document.

The Strategic Plan is developed on a five year planning cycle. Subsidiary plans are developed on a two year planning cycle. Although all planning documents are reviewed and revised annually, many of the subsidiary plans are monitored on a quarterly basis, and progress reports are communicated.

D. CECIL COLLEGE PLANNING MODEL

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In March 2010, Cecil College participated in the ten year accreditation process as required by the Middle States Commission on Higher Education. An evaluation team representing MSCHE visited campus to confirm the College’s own self study report. As a result of that visit, the following recommendations and suggestions were put forth by the evaluation team: Standards #1: Mission, Goals and Objectives

Suggestion: The team supports the College’s self-study findings relating to Standards 1, and encourages continuing review of the language in the mission and goals statements to improve their specificity and measurability.

Standards #2: Planning, Resource Allocation, and Institutional Renewal

None

Standard #3: Institutional Resources

Suggestion: Track the accuracy of projections and assumptions in order to improve the accuracy of future budget processes.

Standards #4: Leadership and Governance

Suggestion: The College should make efforts to encourage APO and CSO members to take more responsibility for leadership roles and provide training and incentives for them to do so. Recommendation: The College should develop and promulgate written policies outlining governance responsibilities of all groups that include systematic assessment of the effectiveness of institutional leadership and governance. Recommendation: The team supports the college’s recommendation that they establish annual goals for each affinity group, evaluate each group’s accomplishments, and use this information to develop recommendations for improvement.

Standards #5: Administration

Suggestion: Clarity is needed in determining the roles of the Office of Research as contrasted with the Institutional Effectiveness Office in providing assessment support.

Standards #6: Integrity

E. MIDDLE STATES COMMISSION ON HIGHER EDUCATION

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Suggestion: Seek to ensure that all publications are consistent in presenting policies. Suggestion: Clarify and confirm that evaluation procedures are consistently applied. Recommendation: The College should file a Substantive Change application to bring the Elkton Station facility, and potentially other instructional sites, into compliance with MSCHE accreditation definitions.

Standards #7: Institutional Assessment

Recommendation: The College needs to further refine which sources of data will be used for which measurements and systematically use that data to connect goals to outcomes and then to subsequent plans.

Standards #8: Student Admissions and Retention

None Standards #9: Student Support Services

Suggestion: The planned expansion of the North East campus to Campus Crossing should include a safe walkway from the main campus across the major intersection.

Standards #10: Faculty

Suggestion: In light of the growing number of programs and courses, the already increased enrollment and anticipated increases in both, the College should develop some guidelines on class sizes and on how decisions are made regarding the number of sections offered in person, online and in accelerated modes. Suggestion: The College should continue to use enrollment data and full-time/part-time faculty ratios to determine allocation of full-time faculty lines, and to develop strategies to ensure that vacancies are filled by qualified faculty members in a timely manner. Recommendation: The team concurs with the recommendation proposed in the self-study that Cecil develop strategies to more systematically evaluate adjuncts and provide professional development opportunities for them aligned with evaluation results and scheduling demands.

Standards #11: Education Offerings

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Suggestion: The College may wish to return to a “program costing” model in determining program expansions or contractions as part of an overall assessment strategy. Suggestion: Cecil needs to create consistent baseline cohort data to examine academic programming over time. Recommendation: The team supports Cecil’s recommendation that the academic program review process be formalized and made more consistent. Recommendation: Cecil needs to develop an overall plan for the addition of courses and programs in distance learning with attention to student support and adequate full time faculty involvement.

Standards #12: General Education

Suggestion: The Team supports the self-study recommendation that the general education review process be formalized to ensure the contemporary content and a cross discipline approach is continuously integrated across the curriculum. We believe this is an excellent suggestion. Suggestion: Continue to use the CCLA to assess the ‘value added’ as a result of the student’s Cecil learning experiences. We suggest that the College also collect baseline cohort data for incoming student to be able to assess growth over time. Recommendation: The effectiveness of General Education has been assessed through student outcome surveys (satisfaction instruments) and faculty self-evaluations not through any quantitative measures of overall learning outcomes. Cecil should look to other evaluative methods for assessing the achievement of the stated learning outcomes.

Standards #13: Related Activities

Recommendation: As proposed in the next iteration of the Strategic Plan, College priority should be given to significantly improve student success in developmental courses and measure progress into college level courses.

Standards #14: Assessment of Student Learning

Suggestion: Cecil should do more with the Annual Report of Professional Activities as they contain much useful information and could be used for overall assessment. Recommendation: The team concurs with the Self-Study recommendation that the College refine and improve the Academic Program Review process and focus more specifically on student learning and successful outcomes (see also Standards #11).

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Recommendation: The team also recommends that all departments follow common rubrics for clear and consistent SLOs at the program level and that they make the program outcomes as readily available as the course outcomes.

59

Table 1FACILITIES INVENTORY BY BUILDING

USE INVENTORY DATA FROM FACILITIES INVENTORY REPORT - APRIL1, 2011

COLLEGE NAME: Cecil CollegeJuly 1, 2011

1972 1979 1982 1992 1995 1998 July 20111 2 3 4 5 6 Subtotal 7 8

HEGIS Arts & PE Maintenance Community Cedar Technology On Campus North Family Ed.CODE Sciences Complex Cultural House Center Permanent Street Center

100 (110-115) 4,745 10,615 15,360 2,063 800200 12,715 3,444 0 0 0 9,842 26,001 0 0

210-15 7,362 3,444 8,842 19,648220-25 5,353 1,000 6,353250-55 0

300 7,507 2,256 1,342 11,060 550 7,150 29,865 1,541 1,507310-15 6,715 1,805 1,147 9,771 550 6,047 26,035 1,541 1,507320-25 528 320 848350-55 264 451 195 1,289 783 2,982

400 0 786 0 5,556 0 1,444 7,786 0 0410-15 786 795 1,444 3,025420-30 4,303 4,303440-55 458 458

500 0 23,628 0 0 0 0 23,628 0 0520-23 23,628 23,628530-35 0580-85 0

600 0 503 0 14,068 693 8,778 24,042 245 3,185610-15 12,429 1,482 13,911620-25 480 480630-35 542 542640-45 0 3,185650-55 78 617 2,732 3,427660-65 425 1,250 1,675670-75 400 400680-85 693 2,914 3,607 245700 1,179 675 4,000 976 678 850 8,358 0 199

710-15 166 976 1,142720-25 2,440 2,440730-35 300 321 960 678 850 3,109 199740-45 188 188750-55 879 600 1,479760-65 0

800 0 0 0 0 0 0 0 0 0900 0 0 0 0 0 0 0 0 0050 0 0 0 0 0 0 0 0 0060 0 0 0 0 0 0 0 0 0070 0 0 0 0 0 0 0 0 0090 0 0 0 0 0 0 0 0 0

26,146 31,292 5,342 31,660 1,921 38,679 135,040 3,849 5,69137,867 50,070 5,828 54,860 2,599 64,800 216,024 4,920 8,868

0.69 0.62 0.92 0.58 0.74 0.60 0.63 0.78 0.64

ON-CAMPUS PERMANENT SPACE: Space directly related to market-driven conditions (choice oflocation, not force of location). Includes owned and leased space on the main campus and all off-sitelocations, provided the space is permanent and dedicated to the college.

ON-CAMPUS OVERFLOW SPACE: Space directly related to overflow conditions (when the college is unable to accommodate on-campus demand). Shared space, such as in K-12 or community facilities,is generally considered overflow.

On-C

CC-Table 1 4/12/2012Copy of FY13_CIP Book 3 - 2010-2020 CCTables1-4_master_v8_7-1-11F(1).xlsx60

Table 1FACILITIES INVENTORY BY BUILDING

USE INVENTORY DATA FROM FACILITIESINVENTORY REPORT - APRIL1, 2011

COLLEGE NAME: Cecil CollegeJuly 1, 2011

HEGISCODE

100 (110-115)200

210-15220-25250-55

300310-15320-25350-55

400410-15420-30440-55

500520-23530-35580-85

600610-15620-25630-35640-45650-55660-65670-75680-85

700710-15720-25730-35740-45750-55760-65

800900050060070090

ON-CAMPUS PERMANENT SPACE: Space location, not force of location). Includes ownelocations, provided the space is permanent an

ON-CAMPUS OVERFLOW SPACE: Space dunable to accommodate on-campus demand)is generally considered overflow.

9 10 11 Subtotal TotalElkton College Bainbridge On Campus On CampusStation Crossing Overflow Space

9,108 389 12,360 27,7203,736 0 0 3,736 29,7372,884 2,884 22,532

852 852 7,2050 0

10,215 1,355 287 14,905 44,7708,907 1,355 287 13,597 39,632

285 285 1,1331,023 1,023 4,0051,276 0 0 1,276 9,0621,276 1,276 4,301

0 4,3030 458

1,583 0 0 1,583 25,2111,583 1,583 25,211

0 00 0

5,444 2,600 0 11,474 35,5163,339 3,339 17,250

0 480320 320 862

3,185 3,185200 200 3,627

2,600 2,600 4,2750 400

1,585 1,830 5,437700 0 0 899 9,257

0 1,1420 2,440

700 899 4,0080 1880 1,4790 0

0 0 0 0 00 0 0 0 00 0 0 0 00 0 0 0 00 0 0 0 00 0 0 0 0

32,062 3,955 676 46,233 181,27352,034 4,200 800 70,822 286,846

0.62 0.94 0.85 0.65 0.63

July 2011Campus Overflow


Table 2FACILITIES INVENTORY CHANGES

COLLEGE NAME:July 1, 2011

July 2011 Fall-2012 Fall-2014 Pending Projects Fall-2016 Fall 2020Before After After Engineering [Building After After

HEGIS HEGIS Gains/ Gains/ Gains/ & Math Name] Gains/ Gains/CODE CATEGORY (Losses) (Losses) (Losses) Bldg (Losses) (Losses) (Losses)

100 (110-115) CLASSROOM 15,360 15,360 15,360 0 0 15,360 15,360200 LABORATORY 26,001 26,001 26,001 11,624 0 37,625 37,625

210-15 Class Laboratory 19,648 19,648 19,648 11,624 31,272 31,272220-25 Open Laboratory 6,353 6,353 6,353 6,353 6,353250-55 Research Lab. 0 0 0 0 0

300 OFFICE 29,865 29,865 29,865 2,676 0 32,541 32,541310-15 Office/ Conf. Room 26,035 26,035 26,035 2,676 28,711 28,711320-25 Testing/Tutoring 848 848 848 848 848350-55 Included w/ 310 2,982 2,982 2,982 2,982 2,982

400 STUDY 7,786 7,786 7,786 305 0 8,091 8,091410-15 Study 3,025 3,025 3,025 305 3,330 3,330420-30 Stack/Study 4,303 4,303 4,303 4,303 4,303440-55 Processing/Service 458 458 458 458 458

500 SPECIAL USE 23,628 23,628 23,628 0 0 23,628 23,628520-23 Athletic 23,628 23,628 23,628 23,628 23,628530-35 Media Production 0 0 0 0 0580-85 Greenhouse 0 0 0 0 0

600 GENERAL USE 24,042 24,042 24,042 88 0 24,130 24,130610-15 Assembly 13,911 13,911 13,911 13,911 13,911620-25 Exhibition 480 480 480 88 568 568630-35 Food Facility 542 542 542 542 542640-45 Day Care 0 0 0 0 0650-55 Lounge 3,427 3,427 3,427 3,427 3,427660-65 Merchandising 1,675 1,675 1,675 1,675 1,675670-75 Recreation 400 400 400 400 400680-85 Meeting Room 3,607 3,607 3,607 3,607 3,607

700 SUPPORT 8,358 8,358 8,358 269 0 8,627 8,627710-15 Data Processing 1,142 1,142 1,142 1,142 1,142720-25 Shop 2,440 2,440 2,440 2,440 2,440730-35 Central Storage 3,109 3,109 3,109 269 3,378 3,378740-45 Vehicle Storage 188 188 188 188 188750-55 Central Service 1,479 1,479 1,479 1,479 1,479760-65 Hazmat Storage 0 0 0 0 0

800 HEALTH CARE 0 0 0 0 0 0 0900 RESIDENTIAL 0 0 0 0 0 0 0050 INACTIVE AREA 0 0 0 0 0 0 0060 ALTER. OR CONV. 0 0 0 0 0 0 0070 UNFINISHED AREA 0 0 0 0 0 0 0090 OTHER ORG. USAGE 0 0 0 0 0 0 0

Total NASF: 135,040 135,040 135,040 14,962 0 150,002 150,002

THIS TABLE MUST BETAILORED FOR COLLEGE-SPECIFIC PROGRAMS


Table 3COMPUTATION OF SPACE NEEDS

CECIL COLLEGEJuly 1, 2011

HEGIS HEGIS Need Inventory Surplus/ Need Inventory Surplus/CODE CATEGORY Current 2010-11 (Deficit) 10 Years 2020 (Deficit)

100 (110-115) CLASSROOM 12,701 15,360 2,659 14,955 15,360 405200 LABORATORY 52,556 26,001 (26,555) 61,883 37,625 (24,258)

210-15 Class Laboratory 48,083 19,648 (28,435) 56,616 31,272 (25,344)220-25 Open Laboratory 4,473 6,353 1,880 5,267 6,353 1,086250-55 No Allowance

300 OFFICE 39,140 29,865 (9,275) 45,780 32,541 (13,239)310-15 Office/ Conf. Room 37,640 29,017 (8,623) 44,280 31,693 (12,587)320-25 Testing/Tutoring 1,500 848 (652) 1,500 848 (652)350-55 Included w/ 310

400 STUDY 10,587 7,786 (2,801) 12,093 8,091 (4,002)410-15 Study 6,656 3,025 (3,631) 7,838 3,330 (4,508)420-30 Stack/Study 2,731 4,303 1,572 3,039 4,303 1,264440-55 Processing/Service 1,200 458 (742) 1,216 458 (758)

500 SPECIAL USE 36,600 23,628 (12,972) 36,600 23,628 (12,972)520-23 Athletic 34,000 23,628 (10,372) 34,000 23,628 (10,372)530-35 Media Production 1,600 0 (1,600) 1,600 0 (1,600)580-85 Greenhouse 1,000 0 (1,000) 1,000 0 (1,000)

600 GENERAL USE 29,588 23,642 (5,946) 31,092 23,730 (7,362)610-15 Assembly 12,000 13,911 1,911 12,000 13,911 1,911620-25 Exhibition 1,500 480 (1,020) 1,500 568 (932)630-35 Food Facility 6,559 542 (6,017) 7,721 542 (7,179)640-45 No Allowance650-55 Lounge 1,929 3,427 1,498 2,271 3,427 1,156660-65 Merchandising 1,600 1,675 75 1,600 1,675 75670-75 No Allowance680-85 Meeting Room 6,000 3,607 (2,393) 6,000 3,607 (2,393)

700 SUPPORT 14,178 8,358 (5,820) 15,044 8,627 (6,417)710-15 Data Processing 2,500 1,142 (1,358) 2,500 1,142 (1,358)720-25 Shop/ Storage 7,527 5,737 (1,790) 8,376 6,006 (2,370)730-35 Included w/ 720740-45 Included w/ 720750-55 Central Service 4,000 1,479 (2,521) 4,000 1,479 (2,521)760-65 Hazmat Storage 151 0 (151) 168 0 (168)

800 HEALTH CARE 500 0 (500) 500 0 (500)900 No Allowance

050-090 No AllowanceTotal NASF: 195,850 134,640 (61,210) 217,947 149,602 (68,345)

ACTUAL PROJECTEDFall 2010 Fall 2020-MHEC

ONLY ON CAMPUS ENROLLMENT/ FTDE-C 1,065 1,254PERMANENT SPACE SHOULD EMPLOYMENT FTDE-N 363BE INCLUDED ON THIS TABLE STATISTICS FTDE-T 1,065 1,254

WSCH-Lec-C 8,467 9,970SEE "SPACE ALLOCATION WSCH-Lec-N 4,719GUIDELINES" SHEET FOR WSCH-Lec-T 8,467 9,970FORMULAS AND DEFINITIONS WSCH-Lab-C 6,869 8,088

WSCH-Lab-N 4,356WSCH-Lab-T 6,869 8,088

FTE 1,731 2,039BVE 27,310 30,390

FT-Fac 49 58FT-Libr 4 5

N/A = PT-Fac 155 183FTEF 92 109

Hard Data = FT-Staff 128 151PHC-T 643 757

ACTUAL PROJECTEDFall 2010-MHEC Fall 2020-MHEC

Formulas = #DIV/0! Headcount 2,426 2,835

CC-Table 3 4/4/2012 Cecil - FY13_CIP Book 3 - 2010-2020 CCTables1-4 July 1, 2011.xlsx63

Table 4COMPUTATION OF PARKING NEEDS

CECIL COLLEGEJuly 1, 2011

PARKING FACTOR Need Inventory Surplus/ Need Inventory Surplus/CATEGORY Current Current (Deficit) 10 Years 10 Years (Deficit)

FTDE-T 0.75 799 809 10 941 809 (132)FT-Fac and FT-Staff 0.75 133 0 (133) 157 0 (157)SUBTOTAL 932 809 (123) 1,098 809 (289)Visitors 0.02 19 0 (19) 22 0 (22)REGULAR SPACES 951 809 (142) 1,120 809 (311)Reserved Accessible* 19 16 (3) 21 16 (5)ALL SPACES 970 825 (145) 1,141 825 (316)

* In addition to the regular parking spaces, the Americans with Disabilities Act requires reserved spaces for disabled individuals. Reserved accessible spaces shall conform to the requirements in the space allocation guidelines:

TOTAL SPACE REQUIRED ADA TOTAL SPACES REQUIRED ADA<= 25 1 201 - 300 7

26 - 50 2 310 - 400 851 - 75 3 410 - 500 9

76 - 100 4 501 - 1,000 2% of total101 - 150 5 > 1,000 20 plus 1 for each151 - 200 6 100 beyond 1,000

CC-Table 4 4/4/2012Cecil - FY13_CIP Book 3 - 2010-2020 CCTables1-4 July 1, 2011.xlsx64

Bldg. Equipment Year of Installation Priority in YearsEstimated Replacement

Costs

Maint Condensing Unit 1982 -15 $4,000

Maint Ahu 1982 -15

Maint Ahu 1982 -15

Total $10,000

CCC Cooling Tower 1991 -6 $75,000

CCC Electric Boiler 1991 -6

CCC Plate exchanger 1991 -6 $9,000

CCC Unit heater 1991 -6



CCC Pump & Motor 1991 -6




CCC Heat pump 1991 -6














Priority in Years is based on a 15 year life cycle, therefore a

-15 would mean the equipment is 30 years old

$250,000

$5,000

$6,000

$9,000

* Note: Dark Shaded Lines display equipment replaced by the EMD/A&S projects

$9,000

Cecil CollegeInfrastructure Replacement Cost Priority

Analysis

65


Costs





























CCC EF 6 1991 -6

CCC EF 10 1991 -6

CCC EF 9 1991 -6

CCC EF 8 1991 -6

$156,000

66


Costs

CCC EF 11 1991 -6

CCC EF 12 1991 -6

CCC EF 7 1991 -6

CCC EF 15 1991 -6

CCC F-1 1991 -6

CCC F-2 1991 -6

CCC EF-3 1991 -6

CCC EF-4 1991 -6

CCC EF-5 1991 -6

CCC EF-13 1991 -6

CCC EF-14 1991 -6









CCC Fire Alarm 1991 -6 $15,000

CCC Burglar Alarm 1991 -6 $3,000

CCC Burglar Alarm 1991 -6 $2,500

Total $833,500

A&S Elevator 1993 -4 $90,000

A&S Dhw heater 1993 -4 $7,000

A&S Condensing Unit 1993 -4 $8,000

A&S Air Compressor 1993 -4 $2,500

A&S Exhaust Fan 4 1993 -4

A&S Exhaust Fan 2C 1993 -4

A&S Exhaust Fan 2D 1993 -4



$50,000

$22,000

$250,000

67


Costs





A&S Burner 1993 -4

A&S Burner 1993 -4

A&S Pump & Motor 1993 -4

A&S Boiler 1993 -4

A&S Boiler 1993 -4



A&S Fan coil unit 1993 -4





Total $297,500

Maint Gasoline Storage 1994 -3 $8,000

Maint Dhw heater 1996 -1 $350

Maint Unit heater 1996 -1




Maint Diesel Fuel Storage 1996 -1 $6,000

Total $22,350

Tech Automatic door opener 1997 0 $2,500

Tech Air Compressor 1997 0 $2,500

Tech Air Drier, Condensing unit 1997 0 $3,500

Tech VFD 1997 0

Tech VFD 1997 0

Tech VFD 1997 0

Tech VFD 1997 0

$8,000

$18,000

$30,000

$150,000

68


Costs

Tech VFD 1997 0

Tech VFD 1997 0

Tech VFD 1997 0

Tech EF 1997 0

Tech EF-1 1997 0

Tech EF-2 1997 0

Tech Ahu- 3 1997 0

Tech RAF- 3 1997 0

Tech Ahu- 5 1997 0

Tech RAF- 5 1997 0

Tech Ahu- 4 1997 0

Tech RAF- 4 1997 0

Tech Ahu- 1 1997 0

Tech Ahu- 2 1997 0

Tech Ahu- 6 1997 0

Tech Ahu- 7 1997 0

Tech Fan coil unit 1997 0









Tech P-3A Pump & Motor 1997 0

Tech P-3 Pump & Motor 1997 0

Tech P-2 Pump & Motor 1997 0

Tech P-2A Pump & Motor 1997 0

Tech Motor & Pump 1997 0

Tech Motor & Pump 1997 0

Tech Dhw 1998 1

$45,000

$12,000

$35,000

$7,000

69


Costs

Tech Dhw 1998 1

Tech Dhw 1998 1

Tech Dhw 1998 1

Tech Boiler 1998

Tech Boiler 1998

Tech Dhw 1998 1 $5,000

Tech Burner 1998 1

Tech Burner 1998 1

Total $249,500

FEC Condensing Unit 2002 5





FEC Dhw heater 2002 5 $3,500

FEC ACU 2002 5

FEC ACU 2002 5

FEC ACU 2002 5

FEC ACU 2002 5

FEC ACU 2002 5

FEC Exhaust fan 2002 5 $2,500

FEC Kitchen hood 2002 5 $5,000

Total $76,000

A&S VFD 2005 8

A&S VFD 2005 8

A&S VFD 2005 8

A&S VFD 2005 8

Tech Chiller 2005 8 $200,000

CCC Elevator 2005 8 $80,000

ES Air Compressor 2005 8 $5,500

$20,000

$15,000

$50,000

$2,000

$80,000

$25,000

70


Costs

ES Air Filtration 2005 8




ES AHU-1 2005 8

ES AHU-2 2005 8

ES AHU-3 2005 8

ES AHU-4 2005 8

ES AHU-5 2005 8

ES AHU-6 2005 8

ES Boiler - 1 2005 8

ES Boiler - 2 2005 8

ES Cabinet Heater - 1 2005 8





ES Chilled Water Pump - 1 2005 8

ES Chilled Water Pump - 2 2005 8

ES Chiller 2005 8 $130,000

ES Generator 2005 8 $39,000

ES EF-1 2005 8

ES EF-2 2005 8

ES EF-3 2005 8

ES EF-4 2005 8

ES EF-5 2005 8

ES EF-6 2005 8

ES EF-7 2005 8

ES EF-8 2005 8

ES EF-9 2005 8

ES EF-10 2005 8

ES EF-11 2005 8

$10,000

$98,000

$4,000

$5,000

$135,000

$38,500

71


Costs

ES EF-12 2005 8

ES EF-13 2005 8

ES EF-14 2005 8

ES EF-15 2005 8 $3,500

ES Fire Pump 2005 8 $25,000

ES Sewage Pump - 1 2005 8

ES Sewage Pump - 2 2005 8

ES Glycol Feeder 2005 8 $6,000

ES Dhw Heater 2005 8

ES Dhw Heater 2005 8

ES Horizontal Heater - 1 2005 8

ES Horizontal Heater - 2 2005 8

ES Motor Control - 1 2005 8




ES Pump & Motor - 1 2005 8






ES Split System - 1 2005 8








ES Storm Water Pump - 1 2005 8

ES Storm Water Pump - 2 2005 8

$48,000

$4,000

$4,800

$5,000

$1,000

$10,000

$5,000

$6,500

$12,000

$7,000

72


Costs

ES VFD for AHU 1 / 20 HP SUPPLY FAN 2005 8

ES VFD FOR AHU 1 / 3 HP EXT FAN 2005 8

ES VFD FOR AHU 4 / 20 HP SUPPLY FAN 2005 8

ES VFD FOR AHU 4 / 10 HP EXT FAN 2005 8





ES Hearting Pump # 3 2005 8 $3,500

ES Hearting Pump # 4 2005 8 $3,500

$641,800

Tech Boiler 2006 9

Tech Boiler 2006 9

Spare Condensing Unit 2006 9

Spare Condensing Unit 2006 9

Maint Condensing Unit 2007 10 $5,000

CCC Dhw heater 2007 10





Maint Dhw heater 2008 11 $800

CCC Heat pump 2008 11 $10,000

A&S Package Unit 2009 12

A&S Package Unit 2009 12

A&S Chiller 2009 12 $60,000

A&S Condensing Unit 2009 12 $2,500

PE AHU-1 2009 12

PE AHU-2 2009 12

PE AHU-3 2009 12

PE AHU-4 2009 12

PE AHU-5 2009 12

$240,000

$250,000

$18,000

In Storage

$160,000

$32,000

73


Costs

PE AHU-6 2009 12

PE AHU-7 2009 12

PE Boiler - 1 2009 12

PE Boiler - 2 2009 12

PE Dhw heater - 1 2009 12

PE Dhw heater - 2 2009 12

PE Glycol Feeder 2009 12 $6,000

PE Chiller - 1 2009 12

PE Chiller - 2 2009 12

PE Generator 2009 12 $41,000

PE Chilled Water Exchanger 2009 12

PE Chilled Water Pump 1 2009 12




PE Hot Water Pump 5 2009 12

PE Hot Water Pump 6 2009 12

PE Frequency Drive 1 2009 12








PE Fuel System Feeder 2009 12 $5,500

PE Plate Exchanger 2009 12 $10,000

PE Supply Fan 1 2009 12

PE Supply Fan 2 2009 12

PE Supply Fan 3 2009 12 $7,500

PE Supply Fan 4 2009 12 $4,000

$10,000

$10,000

$32,000

$8,000

$160,000

$15,000

$98,000

$7,000

74


Costs

PE Data Air 1 2009 12

PE Data Air 2 2009 12

PE ERU 1 2009 12 $85,000

PE 2009 12 $1,257,300

CampusNature Trail Repair $11,345

CampusDamaged Pavers $31,400

CCCRewire IT Distribution System $425,000

Install Campus Signage $20,300

Repair Damaged Pavers $25,400

Install Site Lighting $36,800

A&SInstall Fire Protection System and eliminate Air

Pressure Imbalance$105,000

A&S Install ADA Compliant Signage $12,400

CCC Install ADA Compliant Signage $12,400

CCC Upgrade Burglar Alarm $2,300

CCC Replace Old HVAC $573,000

CCC Upgrade Theater Lighting $45,000

CCC Replace Entry Doors $45,000

CCC Replace the existing Roof $93,100

CCC Refurbish the Library Finishes $440,100

Tech Building Expand Fire Protection System $168,000

Theater Replace Burglar Alarm $2,150

CCC Replace ceiling grid on the Grd and Upper Fls. $8,000

ES Capacitor Bank $8,000

$2,064,695

$12,000

Additional Projects

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Master Plan Implementation The Facilities Master Plan proposes to implement projects according to the following timeline pending County and State funding. Currently programs (Part 1 and Part 2) are not developed for following major construction projects and therefore do not have cost estimates for design, construction or furniture & equipment. Fiscal Year Project 2013-2014 Engineering & Math Building 2015 Student Center – Phase 1 - Development of alternate entrance 2016 Student Center – Phase 2 - Relocation of Facilities Building 2017 Student Center – Phase 3 - Construction of Student Center 2018- 2020 Various Renovations of Academic Hub 2020 Parking Garage/Deck over Lot 1 adjacent to the Theatre. 2020- 2025 University Partner Academic Building 2030 Student Housing Future Maintenance Projects Cost * 2013 Upgrade Instructional Technology $ 225,000 Upgrade Theatre Lighting System $ 200,000 Replace Entrance Doors – Bldg A & B $ 122,000 Partial replacement HVAC System – Building A $ 142,000 Elkton Station facility – capacitor banks $ 8,000 Repair damaged Paver Walkway $ 18,000 Nature Trail repairs $ 11,345 2014 Replace Boilers in Bldg C and D $ 480,000 Replace Ceiling Grid in stairwell landings Bldg A $ 12,000 2015 Upgrade and install way-finding signage (various bldgs.) $ 130,000 Bldg A - Replace skylights /fire & security alarms $ 180,500 2016 Bldg A & B – Roof and Heat Pump(s) Replacement $ 338,100 Bldg C – Various mechanical system replacements $ 57,500 2017 Bldg D – Expand Fire Protection $ 168,800 & HVAC components $ 249,500 2018 - 2020 Bldg A & B – Replace balance of Heat Pumps $ 475,000 2022 Family Education Center – HVAC Replacement $ 76,000

Estimates based on 2012 Infrastructure Replacement Analysis provided by Facilities Department

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Facilities Master Plan Cecil College

Documents

Transcript of Facilities Master Plan Cecil College