Educational Master Planning
The Maas Companies approach to educational planning includes district-wide participation and input throughout the planning process which includes, but is not limited to, the following tasks:
- Conduct a "section level" curriculum analysis at each existing campus location within the District.
- Conduct full data analysis of key curriculum indicators of the College - key indicators shall include course and program productivity measures, analysis of student participation rates, evaluation of enrollments per section, weekly student contact hours (WSCH) per section, full time equivalent faculty (FTEF) load ratios, WSCH and full time equivalent student (FTES) productivity, and lecture and laboratory WSCH comparisons to assess existing efficiency levels.
- Generate a "current curriculum baseline" for the instructional programs of the District from which forecasts for space needs can be made.
- Generate a comparative demographic analysis of the service area of the college campuses.
- Conduct a local, regional and state (external) environmental scan, identifying trends or conditions that may have an impact on the District in the future.
- Conduct an (internal) environmental scan within the District identifying historic trends and key student characteristics with regard to gender, age and ethnic distribution, enrollment scheduling preferences, student load distribution and awards of the College.
- Review and assess the District's existing Space Inventory Report (Report 17) and Five Year Capital Construction Plan for current status and capacity/load threshold ratios.
- Prepare and present a projected future program of instruction using enrollment growth, class sections, weekly student contact hours (WSCH) and required lecture and laboratory hours as the basis for determination.
- Determine space capacity needs for the future (15 years) vis-à-vis quantifiable square foot needs.
- Based on the instructional program projected for the future, outline a proposed facility/building plan that meets forecasted enrollment and WSCH and refines the existing Strategic Capital Projects Plan relative to need, prioritization, sequencing, phasing and financing demands.