UCF Regional Campuses Enrollment Planning ThoughtStarters

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UCF Regional CampusesEnrollment Planning
Thought-Starters

• February 28, 2006

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Today

• Purpose
• To provide context and possibilities for the
  Universitys 25-year growth from a Regional
  Campus perspective
• Non-purpose
• To provide a detailed strategic plan for Regional
  Campuses

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Vision Elements/Guiding Principles

• Access for all students Rule 1.
• But, a financial aid strategy will be required.
  As we deepen our reach into communities,
  financial conditions become a greater barrier to
  access.
• Learning on demanddefined by programs, delivery,
  services that may differ from Orlando.
• Growth will be demand driven, not capacity
  driven.
• Programs and services will be determined by a
  community pull vs. an Orlando push.
• Regional Campuses will be characterized by
  responsive, entrepreneurial thinking.
• Regional campuses will have a complementary but
  distinct brand identity with respect to Orlando.

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A few key assumptions

• Regional population will increase by a big number
  in the next 25 years.
• This growth will be characterized by incredible
  diversity across countless demographic variables,
  which will vary by community.
• Workforce needs will drive higher education
  public policy institutions who respond will be
  rewarded.
• The regions economy will continue to diversify,
  increasing the need for postsecondary education
  at the entry level and continuous learning
  throughout ones career.

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Compared with Orlando students, Regional Campus
students will be

• More diverse
• The student body at most (all?) community
  colleges are more diverse than UCF.
• More likely to be considered at risk
• Working one or more jobs, family
  responsibilities, first generation, time gaps
• More transitional
• Striving to grow in their career, changing
  careers or industries, returning from the
  military, etc.

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however, a growing number will be similar to
Orlando students.

• Entry level seeking their first professional
  experience (job or graduate school)
• Younger, more full-time, increasingly seeking
  daytime classes.
• but, still working a lot.

These two student groups require different
services, and perhaps different programs and
modes of delivery.
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These conditions create a challenge for UCF to
maintain access and continue to grow at current
rates, but help define a strategy for Regional
Campuses.

• Multiple niches
• Flexibility and responsiveness
• A value proposition defined by quality, delivery,
  and cost
• Differentiated student services a unique
  response to unique student needs
• Deep partnerships with community colleges,
  employers, benefactors, grant-funding agencies
• We have a unique story to tell that the right
  groups will fund.

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Competitors for Regional Campuses differ from
those of Orlando programs.

• Nova Southeastern, University of Phoenix
• Especially for professional masters and doctoral
  programs (MBA, Ed. Leadership)
• Webster, Barry, St. Leo, DeVry/Keller
• Community college programs
• Educator prep institutes, nursing, technology
• UF, FSU
• Ed. Leadership

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Value proposition UCF should win on cost and
quality, so delivery becomes the primary
differentiator.

• Web!
• Compressed programsconveniencelearning on
  demand
• Reduced seat time
• Practitioners in the classroom
• Rotating cohorts
• Ability to use technology to create economies of
  scalewhile maintaining quality.
• Emerging technologiesRegional campuses as the
  early adopter/incubator of new learning
  technologies and delivery platforms.

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A word of caution

• Many regional campus students seek online courses
  as a first or complementary option, HOWEVER,
• As student needs become more diverse, care must
  be taken that our delivery approach is inclusive.
  Web is not the answer for all students, and may
  not be for large numbers of students as our
  population becomes more diverse.
• May drive the need for new learning strategies
  and support services.

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What is our service area?

• Six community college locations in an 11-county
  area.
• Whats next?
• Other community college partners
• Other university centers
• Virtual assets physical assets relationships
  statewide reach (beyond?)
• Cant dabble, must commit
• Online 22 collaboration
• Commitment to 22 in consortium locations, but
  other options may exist elsewhere.

Current strategy is to serve more students in our
current market vs. pursuing new service areas.
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Our program profile must serve regional workforce
needs, which change over time.

• Must be responsive and proactive.
• Must be able to launch new programs quickly.
• Must be able to respond to smaller cohorts for
  shorter periods of time (multiple niches).

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Vision/Guiding Principles

• Access for all students Rule 1.
• But, a financial aid strategy will be required.
  As we deepen our reach into communities,
  financial conditions become a greater barrier to
  access.
• Learning on demanddefined by programs, delivery,
  services that may differ from Orlando.
• Growth will be demand driven, not capacity
  driven.
• Programs and services will be determined by a
  community pull vs. an Orlando push.
• Regional Campuses will be characterized by
  responsive, entrepreneurial thinking.
• Regional campuses will have a complementary but
  distinct brand identity with respect to Orlando.

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Now what?

• We can do this. Do we want to?
• How important is growth? The source of future
  growth is outlined here.
• How big do we want to be?