Dream it. Do it.The University Center

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Dr. Dianne Van HookJune 27, 2017Southwestern College Special Joint Meeting

“A dream without a plan is just a wish.” ~Katherine Paterson

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Session Objectives

This session will provide a clear understanding of the various stages of the process of building the University Center at College of the Canyons.Our focus will be how we: Identified the need Carefully considered the benefits, challenges & opportunities Conducted Research Assessed Feasibility Pursued Funding Built itUse it!

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What is the University Center at College of the Canyons?The University Center is a place:

• Where students can earn Bachelor’s, Master’s, and Doctoral degrees without leaving the area in which they live and work.

• Where students can earn advanced certificates and professional credentials.

• Where businesses can send their employees to obtain the competencies and upscaling that they need to meet the skill demands of an ever-changing workplace.

• That serves as a hub for economic development, civic engagement, conferences and events.

• Located on the Santa Clarita Community College District’s Valencia Campus.

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Before You Grab that Hammer…

Long before the first swing of the hammer, the construction process begins with identifying needs, goals and aspirations. The University Center at College of the Canyons

began with our desire to meet a need: To provide easy access to higher education by providing opportunities for students to earn Bachelor’s and Master’s degrees without leaving the Santa Clarita Valley; and to meet the future needs of our local businesses.

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We Identified the NeedIt Was Clear…Accessibility to Higher Education!It became clear that we needed to find a way to provide easy access to higher education by providing opportunities for students to earn Bachelor’s and Master’s degrees.

• By 2020, 65% of all jobs in the economy will require postsecondary education – 35% of job openings will require at least a bachelor’s degree.

• Three of the fastest-growing occupations – STEM, healthcare professional, and community services – also have the highest demand for postsecondary education and training.

• The highest job growth post-recession has been for holders with a bachelor’s degree or better.

• Workers with postsecondary education earn 74% more than workers with a high-school diploma or less.

• California will have one million fewer college graduates than it needs in 2025.

The health of the economy will depend on our response to creating accessibility. 6

So, what were the possible options for our community to meet Higher Education Needs?• Build more CSUs and UCs

• Allow Community Colleges to offer Bachelors Degrees (SB850 did not exist then!)

• Drive people away from public colleges and universities towards private ones due to their flexibility (despite cost)

• Bring upper division and graduate courses to Community College campuses and offer access to higher education degrees and certificates.

• Build a University Center

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We asked ourselves…Why locate other colleges/universities on Community College campuses?

It made sense and….

• Builds on our history of serving local needs

• Draws on local/regional resources (facilities, equipment, and already existing partnerships).

• Encourages active involvement of businesses and industries to be served.

• Enhances educational access for “non-traditional” students.

• Eliminates burdens of traffic, distance, logistics, and lost time at work.

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We Looked at the Reality of AccessCalifornia’s Proximity to Public Universities• Less than one-quarter of the population lives within 10 miles of

a UC and almost half do not live within 10 miles of a CSU.

• Common sense led us to believe that “if education was within reach, access would be enhanced”.

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Then, we consideredWhat are the Benefits of having a University Center on campus?University Centers remove barriers to higher education by making learning accessible to everyone and offering more flexible options for students. Some of the significant challenges students face include:

• Work schedules • Child care and family responsibilities• Travel/traffic/distance • Fewer transfer slots at CSUs and UCs• Balancing school and life responsibilities• Not having all of the required lower division credits accepted

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Additional Benefits of having a University Center on campus were clear

University Centers:

• Enhance completion by:

Drawing on the strengths/specialties of multiple institutions.

Using cohort models where students can attend via Fast Track and flexible scheduling.

Dual enrollment while completing lower division courses.

• Direct students to majors that are impacted at the provider college’s physical campus.

• Bring access to advanced degrees right in your area.

• Generate revenue for the college.

• Increase the business volume of the area in which the University Center is located.

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We thenIdentified Opportunitiesby asking what are the opportunities for COC and our community?• Create clear paths for our students while enhancing transfer

possibilities and acceleration the time to degree.

• Contribute to the development of the economy

High Tech Business Incubator Employee Training Institute Institute of Teaching and Learning Fast Track Institute Small Business Development Center

• Enable school district employees to access they need to complete teacher credential courses

• Bring businesses together so that scaling up together is easier, natural and ongoing

• Host job fairs and place people into well paying fields

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What were the opportunities for COC and our community?• Provide ongoing training for nurses needed by hospitals (Henry Mayo

Newhall Memorial and Providence Holy Cross) • Provide needed continuing education access for professionals across

the spectrum• Create a permanent home for the Academy of the Canyons (Middle

College High School)• Provide much needed meeting and teleconferencing facilities for local

businesses• Create a life-long learning hub in Santa Clarita where people could

pursue their goals and dreams

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So, then we askedWhat are the Challenges?What barriers do we need to move past?

• There was no extra classroom space on the COC campus to add desired functional features.

• There were no logical sources of funding.

• It had never been done before! (as we were reminded over and over again)

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What was the perfect solution for COC?Building a University Center on campus!• COC is the only public college in our area and it is

geographically “isolated” due to traffic patterns depending on the time of day and traffic.

UCLA is 35 to 120 minutes away

CSU Channel Islands is 70 minutes away

CSU Northridge is 30 to 60 minutes away

• Access to higher-education close to home encourages youth to pursue education beyond high school.

• Adult learners returning to school are especially challenged in pursuing their educations. Many are pursuing their education while still working full-time, making more flexible options increasingly more important.

• A majority of COC students have an educational goal that includes transferring to a four-year university/college.

• The population of Santa Clarita is well educated and competitive in an economy which is thriving and creating itself daily. 15

How did the idea develop into an action plan?We started talking and touring!

• Began discussions in 1988 upon Dr. Van Hook’s arrival at COC –CSUN indicated they were not interested.

• Restarted discussions in 1993 with new CSUN President –earthquake happened!

• Community expanded as did COC – 159% funded growth in 7½ years.

• Resumed conversations in 1999 between CEO and President of Newhall Land and Farming Company.

• Research was done and site visits were conducted at: Metropolitan Community College, Harris, Texas Arapaho Community College District, Denver, Colorado Roanoke University Center, Roanoke, Virginia

• Developed plans on return trip from Texas on the back of a Southwest Airlines napkin over a beer and honey roasted peanuts!

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A Steering Committee was Formed

• The steering committee was comprised of community and college leaders.

• Numerous meetings of the Steering Committee were held to identify “next steps” and keep the momentum going.

• Operational and construction budgets were developed.

• Project was presented to the public.

• Community and Student surveys were conducted to assess the need and specific programs of interest.

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• In August 1999, a survey was conducted of 125 CEOs in the Santa Clarita Valley.

• The response rate was 34% and confirmed the following:

Over 90% of the respondents felt that a University Center would be important to the development of the Santa Clarita Valley.

Nearly 56% of the respondents believed that a University Center would be important to the development of their workforce.

Over 56% of the respondents felt that the access to higher education would be important to attract qualified professionals to live and work in the Santa Clarita Valley.

We asked the community…A Survey of businesses reaffirmed the University Center need.

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When asked about the training and professional development needs of their workforce both now in the next three to five years, over 95% of the respondents indicated a need for one or more Bachelor’s Degree programs and over 88% indicated a need for one or more Master’s Degree programs.

Over 58% of the respondents felt that locating the University Center near a business park would be of benefit to them.

Nearly 33% of the respondents indicated a need for Continuing Education Units (CEUs). Accounting and Law topped the list of needs.

More University Center Survey Results

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Options were identifiedWhat were our options for creating our University Center?

• Lease off-campus space

• Build on campus with all partners providing funding

• Build on campus, raise all the money, and, lease space to partners. We chose

this one!

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We Identified and Evaluated Funding OptionsExploration of potential revenue sources identified the following options:

• College of the Canyons future bonds and COPS

• Contributions from University partners

• AOC funding from Wm. S. Hart Union High School District

• Local contributions from corporations and individuals

• Partnership with Alfred E. Mann Foundation (Bio medical)

• External foundation funding

• Debt Financing

• State and Federal Funding and Grants

• Conducting a capital campaign21

We Assessed the Feasibility that people would support the “Dream”

In early 2000, a fundraising feasibility study was conducted by the COC Foundation with the assistance of the Clements Group.

• 98% expressed a favorable attitude toward administration.• 81% expressed a favorable attitude toward faculty. • 98% (an overwhelming majority of these respondents) are favorable

toward the University Center, and it will receive widespread support during a major gifts campaign.

• A strong majority of the interviewees who offered opinions indicated they are favorable toward a major gifts campaign to be conducted on behalf of the College of the Canyons.

• Those offering mixed or unfavorable opinions cited concerns over raising the tax base.

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More Feasibility Study Results

• Only 6% of the respondents considered the $10 million goal too aggressive.

• Interviewees identified over 80 potential donors capable of making gifts of $100,000 to $1 million over a five-year period.

• Sufficient prospects with discretionary income were identified to indicate COC could achieve a significant goal during a major gifts campaign.

• Over 70 individuals were suggested as potential campaign leaders.

• 32 individuals were recommended as potential campaign general chairs.

• 9 individuals were proposed as potential leaders for the internal campaign.

• A significant majority of the respondents (84%) indicated they would or might participate in a campaign conducted on behalf of COC.

• A significant majority of the respondents (96%) indicated they were willing or may have been willing to contribute to a campaign conducted in behalf of COC.

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A Decision was made!COC Foundation announced its decision to establish a Capital Campaign Plan

To assist in executing the Capital Campaign Plan, a team of co-chairs is formed:• Tom Lee, CEO, Newhall Land & Farming• Lou Garasi, CEO, Gruber Systems

Honorary Chair, Congressman Buck McKeon, was confirmed.

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Then, our FoundationPlanned and Initiated a Capital Campaign PlanThe Capital Campaign Plan included the following fundraising strategies:• Developed promotional materials, video, and website.• Kicked off a Family Campaign - solicited personal contributions from our

“COC family” (faculty and staff) which yielded 99.9% participation.• Invited local leaders and businesses to step up and support the effort –

resulting in large major pledges.• Secured approximately 500 individual contributions.• Conducted awareness and fundraising parlor meetings and visits.

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Multi-functional lobby “Smart” classrooms Live, interactive instruction

from/to remote sites

Another key element of the Campaign Plan…We Offered Naming Opportunities for Classrooms• Identified desired functional features:

• Offered naming opportunities for:Meeting rooms Student CenterCafe Lecture Hall Teleconference Rooms 2 patios

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We Pursued Additional Funding Options• Local General Obligation Bonds: Measures C (2001) • Federal support was accessed via our congressman ($2.4

million)• William S. Hart Union High School District partnership was

developed ($6 million).

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Additional Funding – State GO Bonds

We pursued State support [GO Bonds] – State Chancellor’s Office

• Asked – got a “no”• Educated CCCCO regarding the benefits of the project• Worked to incorporate an option to fund collaborative

projects into statewide bond for collaborative projects• Submitted IPP on 10 days notice• Got funding and kept increasing it:Initially: $7 millionUltimately: $21 million

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Then we…Commenced development of the list of majors/programs to be offeredIn order to identify specific majors to be incorporated into the Center’s offerings, we surveyed our business partners again.

Survey results identified “high demand” Bachelor’s and Master’s degree programs:

• Computer Science• Business Administration• Executive MBA• Accounting• Teaching Credentials • Electrical Engineering

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At the same time, we “tested” out our belief that if we built it – they would come!We Opened the Interim University Center (Proof of Concept)

In January 2002, the Interim University Center was opened to:• Create and confirm demand• Introduce concept• Build groundswell of support• Work out glitches in the partnerships

and operation of the “model”

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Because we had piqued the interest, we opened the Interim University Center Facility

The 7,500 square foot Interim University Center, located on the COC campus between the Technical Building and the Classroom Village, housed the following:

• 6 small classrooms • 3 large classrooms • 9 offices • Language/Computer Lab• Faculty Workroom & Student Snack Area

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The Interim University Center Programs included:

• 33 Bachelor's, Master’s, Doctoral degree and advanced certificate programs.

• 6,667 students (single cohorts only)

And we celebrated 1,282 graduates!

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We Broke Ground on a Permanent University Center on March 16, 2007

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And then…We Built It!University Center: 110,000 sq. ft.

• Lecture hall with 105 seats• 20 classrooms/training spaces• 2 computer labs• 8 conference/seminar rooms of varying sizes• Video teleconferencing room• Student Center• Administrative Office• Café• Lobby/Event Center• A large meeting room/training space• Partnership Offices• Science and nursing labs…and more!

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The University Center is renamedDr. Dianne G. Van Hook University Center

“The Board of Trustees recognizes that the University Center uniquely embodies her tireless commitment to enhancing access to education, to her belief in the power of dreaming big and never giving up, and to the premise that we, as individuals and institutions, become what we give ourselves the power to be.”

Michele Jenkins, President of the Board of Trustees

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If you can imagine it – you can do it!Dr. Dianne G. Van Hook University Center Ribbon Cutting

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How is the University Center Physically Laid Out?

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Dr. Dianne G. Van HookUNIVERSITY CENTER

LEVEL 1Academy of the Canyons (Middle College High School/ECHS)Main EntranceConference HallFood Service Area

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Dr. Dianne G. Van HookUNIVERSITY CENTER

LEVEL 2Economic Development Division:• ETI• SBDC• AJCC• CACT Office• Entrepreneur CenterWorkSource CenterSanta Clarita Valley Economic Development CorporationUniversity Center ClassroomsUC Partner Faculty OfficesLabs

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Dr. Dianne G. Van HookUNIVERSITY CENTER

LEVEL 3Chancellor’s OfficeUniversity Center ClassroomsAdministrative Offices (Human Resources, Professional Development, Payroll, Fiscal)UC Partner Faculty OfficesLabs

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Operating Your University CenterWhat factors should you consider?

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How Do University Center Programs differ financially from CSU Programs?

• State supported CSU programs are:Generally less expensive ($182 per unit)Affected by state budget cuts

• Private universities:Are usually more expensive ($500 to $610 per unit)Sometimes the same price, such as the Ed.D. (CSUN and CSUB)Do not caps on enrollment

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How it works at COC• COC identifies programs needed and approaches partners

who offer those programs.• COC selects only one university to offer each program

(degree).• COC leases space for offices and hourly use of classrooms

and labs to each partner.• The lease revenue funds operating costs.• Other rental revenue, such as business use, supplements

lease revenue and is used for innovation at COC.• Joint marketing is conducted by COC and the partners.• University partners run their programs, including curricula

and hiring of faculty.

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University Center RevenueAside from the benefits to students, a University Center will also produce revenue from activities such as classroom rentals. The College of the Canyons University Center generated $260,000 in revenue during the 2016-17 fiscal year. Below is a chart of the usage fees encompassed in this revenue:

Description of Space Use Fee

Classroom $30/class hour*

Computer Laboratory $35/computer lab hour*

Other Laboratory $35/laboratory hour*

Office $2.50 per square foot/per month

Videoconference $45/hour

Small Seminar Room $30/hour

Large Seminar Room $35/hour

Large Lecture Hall $45/hour

*Class hour, computer lab hour, and laboratory hour shall mean the time during which the particular course, training, or program is scheduled to start and finish. For example, a course scheduled to start at 12:00 noon and end at 2:00p.m. would result in two class hours at $25 per class hour.

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Total Operations Budget

Description 2017-18 Budget

COLLEGE ASSISTANT NON-INSTRUCTION $ 27,250.00

NON-INSTRUCTIONAL SUPPLIES $ 1,000.00

MILEAGE $ 500.00

EQUIPMENT MAINTENANCE/REPAIRS $ 4,000.00

POSTAGE $ 18,000.00

ADVERTISING AND MARKETING $ 11,065.00

PRINTING $ 22,500.00

OTHER EXPENSES $ 500.00

DIRECTOR SALARY - 50% $ 56,000.00

PERMANENT PART TIME STAFF - 3 $ 75,000.00

TOTAL OPERATIONS BUDGET $ 215,815.00

So what does it cost to run a University Center? Below are the projected costs for College of the Canyon’s University Center:

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How it works operationally• Director for the University Center oversees day-to-day

operations and develops partnerships to expand educational programs for the community. Educational Partnership Agreement template is usedStrategic Plan and Business Plan were developedMarketing Campaign was implementedWebsite was developed and is continuously updated.

• Pricing structure for University Center room rental opportunities for community use is available.

• Open Houses for perspective students are hosted two times per year.

• Outreach plan to attract more students to the University Center is continuously carried out.

• Part-time Outreach, Administrative, and Reception staff are trained and supervised.

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Current University Center Partners• CSU Bakersfield• CSU Northridge• University of LaVerne• Brandman University (Chapman

University System)• National University

Partners in the works:• Cal State Los Angeles• CSU Channel Islands

Institutions who want in:• University of Phoenix

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Current University Center Programs: 39• B.A. Applied Studies • B.A. Social Science • B.A. Legal Studies • M.A Psychology, Marriage & Family

Therapy• B.S. Social Work • M.A Psychology, Professional Clinical

Counseling • M.A. Leadership in Early Childhood

Development • M.A Psychology, MFT & Professional

Clinical Counseling • Doctor of Nursing Practice • B.S. Computing Technology • B.A Criminal Justice • Autism Certificate • B.A. Psychology

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Current University Center Programs• B.A. Communications • B.S. Ed. D. Leadership• B.A. Public Administration • B.A. Sociology• M.S.W (Social Work) • M.P.A. (Public Administration)• B.S. Nursing • B.A. Paralegal Studies • B.A. Sports Psychology • M.S. Criminal Justice • Applied Behavior Analysis Certificate• B.A. Business Administration • B.A. Education Studies • B.S. Child Development

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Current University Center Programs• B.S. Organization Management • B.S. Accounting – 2 cohorts• M.B.A. (Business) • M.Ed. Educational Leadership • M.S. Leadership Management • M.S. Educational Counseling • M.Ed. Special Education • Multiple Subject Teaching Credential • Single Subject Teaching Credential • Pupil Personnel Services Credential • Preliminary Administrative Services Credential• Mild/Moderate Education Specialist Credential

Additional Program We are Hoping to Bring On:• Clinical Lab Scientist

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Current Enrollment and GraduatesUnduplicated Enrollments• January 2016 through December 2016: 1,323• Undergraduate – 666 Graduate 657

Cumulative Graduations• January 2002 through December 2016: 2,804• Undergrad – 1,029 Grad – 1,775Many students have completed more than one program.

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The University Center is a Hub of ActivityThe University Center hosts dozens of meetings and events over the course of a year, such as:

• College Planning Team Meetings• Foundation Board Meetings• OER Summit• Chancellor’s Circle Breakfast

Briefings• Board of Trustee meetings• Legislative Receptions• Brown Act Workshops• Power Broker Breakfasts• Santa Clarita Valley Educational

Leaders Meetings• Leadership Session Workshops• SCVEDC Executive Committee

Meetings• Audit Workshops• Alumni Hall of Fame Dinner

• Honors Program Spring Showcase

• Retiree Celebration Dinner• Donor Scholarship Reception• Alpha Delta Nu Nursing Honor

Society Induction• Medical Lab Technician Pinning

Ceremony• ASL Interpreter Training Program

Completion Ceremony• Service Award Celebrations• Women’s Conference• Job Fairs• Oktoberfest• Chancellor’s Cabaret / COC

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The University Center is a Hub of Activity

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The University Center is a Hub of Activity

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The University Center is a Hub of Activity

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The University Center is a Hub of Activity

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Getting Started

• Where do you need to begin?• What information do you need about your college? • What information do you need about your

community? • What information do you need about local

businesses?• What are the local considerations? • What information do you need about the local

workforce needs?

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Questions? How can we help?

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