Figure 3 Circulation Framework, Built Form, and Activation in the Physical Master Plan

Headcount Analysis

With many students attending on a part-time basis, the 32,000 FTES enrollment target will translate to approximately 50,000 people on campus, including students, faculty and staff based on historical analysis of approximate ratios between enrollment numbers, FTES and faculty/ staff.

Table 1. Headcount Analysis 2010 - Master Plan

2010 -11 2011 -12 2012 -13 2013 -14 2014 -15 2015 -16 2016 -17 2017 -18 Master Plan

Main Campus Academic Year Enrollment (Onsite Face to Face)1 23,405 23,941 24,371 24,713 24,902 25,209 25,437 25,690 32,000 32,000

Master Plan Ceiling (BOT Approved in 2003) 1 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 32,000 32,000

Fullerton Fall Enrollment Headcount 1 36,156 37,677 38,325 38,128 38,948 40,235 40,439 39,774

Irvine Campus Fall Enrollment Headcount 1

Main Campus Fall Enrollment Headcount 1

Ratio (Headcount/FTES) - Main campus1

2,673 2,612 3,130 3,381 3,687 3,746 4,038 3,991

33,483 35,065 35,195 34,747 35,261 36,489 36,401 35,783 44,800 46,400

1.43 1.46 1.44 1.41 1.42 1.45 1.43 1.39 1.40 1.45

Faculty / Staff Headcount2 3,296 3,396 3,417 3,658 3,658 3,787 3,883 3,797 4,480 4,640

Ratio (Faculty/staff - FTES) -Main Campus2 0.098 0.097 0.097 0.105 0.104 0.104 0.107 0.106 0.100 0.100

Total Main campus Headcount1 2 36,779 38,461 38,612 38,405 38,919 40,276 40,284 39,580 49,280 51,040

MASTER PLAN HEADCOUNT PROJECTION 50,160

WHAT WE HEARD

Kickoff Task Force Meetings Site Tours Forums Workshop Team Working Sessions Surveys

Beginning in late 2017, campus leadership and the master plan consultant team began to mobilize to start the master plan process. Initial steps included information-gathering such as understanding the current state of the campus; the physical state of the buildings and open space; and understanding challenges, deficiencies and opportunities in the context of growth. Activities included conducting online surveys resulting in over 2,000 responses, touring the campus with the Associated Students Inc. president, interviewing 14 Deans, Associate Deans, VPs and the University President, and holding workshops with the Master Plan Executive Task Force Committee and the Cabinet. In May 2018 a campuswide forum was held to share initial preliminary thoughts and to solicit feedback from students, faculty, and community attendees to further understand and define compelling and critical issues facing the campus. Based on insight gained from these events and activities, the master plan consultant team defined key issues and mapped out what drivers and overarching principles should guide solutions. With collaboration with the Executive Task Force, the Cabinet, and with the campus Facilities and Planning groups and the CSU Office of the Chancellor, the team began testing frameworks and alternative campus plans, refining potential plans based on feedback and discussions. Throughout this process there were also meetings with Friends of the Fullerton Arboretum representatives and in the spring of 2019, two additional open-house style forums were held to share progress and collect feedback. In-house working sessions among the various disciplines representing the consultant team were also regularly conducted as part of the overall process. With the framework and principles well-established and options culled and refined, by mid2019 a preferred campus master plan design emerged and was developed to be shared with the public in a presentation in October. The latter stages of development were coupled with the environmental impact review process. This Physical Master Plan is the result of close collaboration with faculty, staff, and student groups; campus leadership; community outreach; and has included over 30 meetings over the course of more than two years.