Members of the External Force Analyses

Strengths, Weaknesses, Opportunities, and Threats Forces:

Force 1: Central Florida Transportation Challenges

Force 2: Computers, Telecommunications and High-Technology Industries

Force 3: Life Sciences and Biotechnology

Force 4: Changes in U.S. Space Launch Activities

Force 5: Changes in Funding for Education

Force 6: Diversity

Force 7: The Cult of Individuality and the Growing Sense of Insecurity

Force 8: Accountability

Force 9: Defining the Role of the University

Force 10: Impact of the Entertainment Industry

Force 11: Changing Patterns of Funding for Technological Advancement

Force 12: Technology-Enhanced Education, Training and Distance Learning

Force 13: International Economic Trends

Force 14: Economics Related to Demographic Trends in Central Florida

Force 15: Hospitality Industry in Central Florida

Force 16: Environment Quality Impacts and Opportunities

Force 17: Expanded Need for Social, Public Affairs, and Health Services

Force 18: Metropolitan Mission/Commission

Force 19: Impact of Technology

Force 20: Articulation

Force 21: Educational Funding

Force 22: Tenure and Personal and Professional Academic Freedom

Force 23: The Impact of Cultural Diversity of Education

Force 24: Modeling and Simulation Education and Research

Force 25: Funding

This section of the Strategic Plan describes the process that led to the development of the External Forces Analyses and documents the Strengths, Weaknesses, Opportunities, and Threats (SWOT) Forces. The process was open, diverse, and inclusive of a fairly representative cross-section of the Orlando metropolitan area and the UCF administrators, faculty, staff, and students.

The external force analyses of the strategic planning process were organized in three task forces, the economic and technological dimensions; the political, legal, and competitive dimensions; and the social, cultural, and demographic dimensions. Task force members held several meetings to compile issues likely to emerge as the predominant concerns for UCF and the Orlando metropolitan area. To provide maximum interaction among the task force members, each task force was divided into small groups and each group was asked to discuss the compiled list of issues and develop a one-page write-up which contained the statement of the force, opportunities associated with the force, threats associated with the force, and implications for UCF actions. In selecting the members of the three task forces, effort was made to have a wide representation of faculty and staff from the academic and administrative sides of the University. In addition, outside consultants were included to provide a different prospective on the development process.

Four public meetings were held, one for each task force separately, and the fourth meeting combined all three task forces. All four meetings were well publicized within and outside the University. The combined session was video-taped to allow feedback from individuals who could not attend the meeting.

The process resulted in twenty-five (25) one-page write-ups for all three forces combined. The names of the task force members and the original forces are all documented in a later section of this document.

Upon closer examination, it was clear that there were overlapping issues in all the twenty-five forces and some kind of synthesis was needed. Furthermore, it was deemed essential to reduce the final list of external forces into a smaller number to make the matching process between internal forces and external forces more effective. The first step involved developing five main categories under which all the forces could fit. These categories were: political/legal, metropolitan economics, technology, funding, and diversity. Each one of these categories might have included one or more of the original twenty-five forces. This new grouping was discussed and debated in length by the Strategic Planning Committee and the Strategic Planning Council.

It was decided that a prioritizing scheme was needed to bring the process to closure. A survey that included all twenty-five forces was mailed to a selected group of community leaders and top executives. The main purpose of the survey was to identify external forces that may have been overlooked and not included in these 25 forces. The respondents to the surveys were asked to rate each of the twenty-five forces as very important, somewhat important, or not important. In addition, they were asked to identify other forces external to the University that will have a major impact on UCF's future. The responses to the twenty-five questions were then summarized and the additional forces listed by the participants were compiled. It was not surprising to observe that the top ten ranked forces for both sets of questions were the same. The top ten ranked forces as compiled from the survey also agreed with most of the five general categories recognized at an earlier stage of the process.

The values developed by the Vision Committee together with the internal forces and external forces were all used in the matching process to identify strategic directions. The beauty of this process is the long sessions that involved high-level intellectual discussions and the determination of the Strategic Planning Executive Committee members and others to bring the matching process to a successful end.

I would like to extend my sincere appreciation to the sub-task forces chairs ( Drs. Karen Biraimah, Jerry Ventre, and Gail West) who provided leadership and intellect to this effort, and all the sub-task force members who took time from their schedule to contribute to this process. Special thanks go to Jerry Ventre who continued to offer his services through all stages of the process. After all, it is a volunteer effort on everyone’s part.

Essam Radwan, Ph. D., P. E.

Chair of the External Task Force

Task Force 1A: Economic and Technological Dimensions

Jerry Ventre, (Chair), Florida Solar Energy Center

Mostafa Bassiouni, Computer Science

Mary Bird, Instructional Technology

Elisabeth Blackburn, Management

Richard Blum, Motion Pictures

Edward Day, Economics

Jacques Dubois, Distance Learning

Jonathan Flint, UCF Foundation

Robert Ford, Hospitality Management

Kent Hopkins, Business Administration

Miriam Lacho, Finance

James McBrayer, Aerospace Engineering

Debra Reinhart, Environmental Engineering

Rudy Wodzinski, Molecular and Microbiology

Gail West (Chair), Center for Education Research and Development

Chris Bauer, Electrical and Computer Engineering

Martha Bell, Exceptional and Physical Education

Jeff Cornett, Instructional Programs

Marilyn Crotty, Institute of Government

Jim Drake, Brevard Campus

Richard Miller, Electrical and Computer Engineering

Sarah Pappas, Daytona Beach Campus

Travis Spaulding, Community College Relations

Judy Welch, Accounting

Denise Young, Academic Affairs

Van Bogan, South Trust Banks

Dan Holsenbeck, University Relations

Martin Wanielista, College of Engineering

Karen Biraimah, (Chair), Educational Foundations

Carole Adams, Women's Studies

Kay Allen, Educational Foundations

Valerie Brown-Krimsley

Mem Catania, Library, Brevard

Robert Gennaro, Molecular and Microbiology

Jeff Kaplan, Educational Foundations

Steve Lotz, Art

Valerie King, Diversity Initiatives

A. J. Range, Minority Student Affairs

Diane Wink, Nursing

The university is one of the major trip generators in Central Florida. Current estimates of traffic movements to and from the campus exceed 50,000 vehicles per day. It is estimated that this figure may reach 80,000 vehicles by the next decade. Due to limits on roadway funding, the prospects for dramatic improvements to the road network are fairly small. The university remains committed to providing education to the Central Florida community. Although there are growing opportunities to utilize technologically enhanced education systems like distance learning, there will always be transportation activities associated with the university.

_ Roadway networks on campus and surrounding the university are being upgraded and the Challenger Parkway provides direct access to toll facilities.

_ The University-Alafaya Corridor Transportation Association (UACTA) provides an excellent partnership among the university. industry, and government to improve traffic circulation in the area. The Laser Shuttle has potential for meeting students and staff transportation demands.

_ Intelligent Transportation Systems (ITS) projects, including high speed rail, are high on the list of future transportation projects for Orlando. The university can take an active role in that activity.

_ The Transportation System Institute has been active with state and local transportation agencies in providing educational and research services, including evaluation of the E-PASS effectiveness on Orlando toll roads, TravTek demonstration project, and incidents detection on I-4.

_ Student and staff population growths will increase traffic on campus and reduce parking availability.

_ Full development of the Alafaya corridor will worsen mobility for students and staff.

_ Expansion of community colleges offerings and linkages with non-UCF institutions.

_ Saturday class offerings.

_ Expansion to off-campus locations.

_ Expansion of on-campus housing.

 

_ Better utilization of the Laser Shuttle and bicycling to and around the campus.

_ Implementation of technology-enhanced education systems and distance learning.

 

 

High-technology industries in lasers, computer-based simulation and training, biotechnology, computer integrated manufacturing, computer services, and microelectronics have all exhibited a steady growth in Central Florida in recent years and are expected to continue this expansion trend in the near future. Coupled with the need for qualified personnel to work in these areas, many new technical challenges have emerged and are in need of long-term collaboration between academia and industry. Some examples of these challenges are:

The implementation of very large-scale virtual training exercises entailing the real-time connectivity of thousands of geographically dispersed simulators.

The application of computers to investigate the computer-intensive problems in medicine, genetic engineering, and biotechnology (e.g., the Genome Project).

Utilizing multimedia and high-speed networks in the implementation of Distributed Cooperative Work Systems (in CAD/CAM design, distance learning, medical diagnosing, etc.).

_ The adjacent Research Park and the high-tech expansive character of Central Florida offer UCF a unique opportunity for research collaboration and external funding, and provide an employment market for students tuned to high-tech thrusts.

_ The regional high tech environment can help UCF improve the technical expertise of its faculty and students, enhance their responsiveness to real-world technology needs, and speed up their training in "leading edge" technology areas.

_ Competition from other universities, especially those with established microelectronics/computer research centers and medical schools.

_ Decreased level of funding from defense-related research programs and other federal agencies.

_ Need for frequent replacement and costly maintenance to prevent obsolescence of both hardware and software components of the computing infrastructure.

 

_ UCF should designate an entity (one individual or a committee) to stimulate and coordinate high-tech interdisciplinary research among its various institutes and academic departments, and improve the collaboration with high-tech industries in the Research Park and throughout Central Florida.

_ UCF should provide significant commitment to enhance the computing resources of the existing programs in computer science, engineering, physics and other high-tech related areas, and attract highly qualified faculty in targeted high-tech areas.

_ UCF should continue its recent effort to provide faculty and students greater (universal) access to cutting edge software, hardware and network resources. Plans should be made to install a campus-wide ATM communication backbone in the near future.

_ UCF should provide network docking facilities in classrooms, desktop video and multimedia workstations for distance learning, and laptop computers in the Library. UCF should encourage its faculty and students to buy their own computers at academic discounts and facilitate this process through its Computer Store.

 

 

Projected biotechnology sales of $50 billion by the year 2000 (FCCSET).

Federal biotechnology research initiative budget was $4299.3 million (FY 1994); $1742.1 million in health; $1668.3 million in basic science. Industry also funds at high levels.

Biotechnology responsible for major advances in diagnostic techniques for genetic defects, cancer and infectious diseases; gene therapy; and drug design.

Strong local interest and support for health related biotechnology.

Potential to address agricultural, environmental, health and marine concerns.

_ Develop a multidisciplinary program within a narrow focus in biotechnology and achieve international recognition.

_ Impact the local, expanding over-75 population by addressing their specific health needs with new therapies and products.

_ Strengthen the local science base. Sixty-plus scientists interested in performing research in biotechnology are members of Central Florida Research Associates.

_ Enhancement of graduate and undergraduate programs.

 

_ Leverage UCF’S resources by attracting life science companies to the Research Park.

_ Multidisciplinary teams should make UCF competitive for major funding from the federal research initiative and industry.

_ Funding is mainly through peer reviewed competitive research grants. The percentage of proposals funded is below 10%.

_ Biotechnology at the University of Miami concentrates its biotechnology effort in immunology.

_ Biotechnology has a substantial presence at the University of Florida. It is concentrated at the departmental levels. It has a core facility which shares equipment and expertise. The core facility is available to all SUS institutions. There is no multidisciplinary degree program in biotechnology.

_ UCF should continue and expand its cooperative research efforts with the hospitals, USDA, and Harbor Branch Marine Laboratories.

_ UCF should formally organize a multidisciplinary program (molecular biology, molecular genetics, diagnostics, biochemistry, computer science, environmental engineering and CREOL) in biotechnology.

_ UCF should plan and institute a Ph.D. program in biomolecular sciences.

_ UCF should plan facilities to promote and provide access for biotechnology research.

 

 

Conversion of military missiles for commercial and research applications, development of new commercial launch facilities at Cape Canaveral Air Force Station, and an increasing demand for low-cost upper atmospheric payloads and small orbiting satellites will significantly alter the space launch activities along Florida's Space Coast.

The end of the cold war and defense conversion will allow thousands of military missiles to be modified for commercial and research applications.

The U.S. currently has only 15% of the world market for commercial space launches; France has 55%. Japan, Australia, China, India and Russia are all developing commercial launch facilities. The U.S. government and the space industry have made launch competitiveness a high priority.

Florida, Alaska, California, New Mexico and Virginia are currently developing commercial launch facilities. Virginia's legislature just funded $25 million for space launch facilities at Wallops Island. Florida must take aggressive measures to compete effectively for commercial and research launch business.

 

_ For UCF to be the lead university directly involved with launching and tracking sounding rockets and other vehicles.

_ For UCF students to design, develop and fly payloads and perform research in areas such as atmospheric sciences, remote sensing, communications. navigation, global change, etc.

_ For UCF departments to develop academic programs related to launch, tracking, and space research that support the Florida space industry and attract students from around the world.

_ For UCF to form partnerships with the launch industry, satellite producers, NASA, U.S. Air Force, Spaceport Florida Authority, the Centers for Commercial Development of Space, and others.

_ Competition from other universities, institutions, and states with a strong interest in serving the academic, research and operational needs of the commercial launch industry; lack of political clout in Washington, D.C.

_ A graduate program in launch engineering should be pursued.

_ UCF should consider a significant commitment in terms of faculty, staff and facilities to support the proposed Florida Space Center, whose assets and participants include NASA Kennedy Space Center, the U.S. Air Force and the Eastern Test Range, the Malabar facility, the Ballistic Missile Defense Organization, the Innovative Science and Technology Experimentation Facility, UCF, FIT, BCC, the Florida Space Grant Consortium, and the U.S. commercial launch industry.

_ UCF should obtain stronger financial commitments from industry to support the Florida Space Center and should consider being a business arm of the Florida Space Center to market launch services to education and research institutions.

_ UCF should establish a strong and permanent space education and research presence in Brevard County to better serve the space community.

 

 

Over the last seven years, both the state universities and community colleges have suffered an effective 30% decrease in funding per student (adjusting for cost-of-living and enrollment increases).

The share of the State's general revenues going to state universities has fallen from a high of 13% to 7.5%. Florida now ranks last among southern states in per capita state support of public universities.

 

Florida faces a growing structural budget deficit that is compounded by new prison costs that will consume more than half of each new general revenue dollar.

The statutory spending caps in place foreclose catching up during better years.

Federal support for student loans and research is likely to be cut.

By the end of the decade, the number of public high school graduates will increase from just over 90,000 in 1991 to 116,000. Using conservative estimates, an increase of 5,000 graduates per year will increase SUS enrollment figures by 20-30%.

Funds available from the Florida lottery are expected to continue to decline.

_ For UCF to pursue partnerships with other institutions. For UCF to explore privatization of particular units or programs. For UCF to present a strong case for increased support from the private sector.

Threats Associated with the Force

_ Larger class sizes.

_ Competition with other universities, institutions and states for the best faculty, students and staff.

_ An increase in faculty teaching loads resulting in a decrease in faculty research and services.

_ Reduction or elimination of programs or activities.

_ Loss of mobile faculty (i.e., better faculty with marketable skills leaving the university).

Implications for UCF Action

_ UCF should work to suppress enrollment growth.

_ UCF should continue seeking large increases in state appropriations to the SUS.

_ Tuition and fee increases should be considered.

_ UCF should attempt to educate students at a lower cost while maintaining the quality of a UCF education.

 

 

The reevaluation of affirmative action policies and increase in diversity of constituency populations (including cultural, age, socio-economic status, disabilities, sexual preferences) requires adapting communication and delivery of education.

 

_ University community will be enriched by the presence and influence of diverse groups, thus providing opportunities for groups to coexist in a spirit of cooperation and sharing.

_ Develop ways to promote diversity within our internal system, regardless of state and national trends.

_ Form diverse partnerships to address societal complexities.

_ Opportunity to acquire and develop foreign language skills for students, faculty, and staff.

_ Infusion of multiculturalism throughout the curriculum.

Threats Associated with the Force

_ Community and university will not be prepared for increased diversity of population.

_ Increase in diversity could lead to increase in level of intolerance.

Implications for UCF Action

_ To ensure future diversity, help K-12 system retain and graduate more minorities.

_ To establish a research/training service center or institute with outreach programs that are developed with business and community agencies to address diversity issues comprehensively.

 

 

Two underlying qualities characterize our contemporary society: a profound collective sense of insecurity, and an equally profound belief in individuality. These deeply-sited characteristics are the forces which drive most of the more visible factors presently destabilizing our culture. Efforts to find solutions to the surface factors of change and destabilization will have little success until these two deeper forces are recognized and addressed.

The pervasive sense of insecurity energizes such contemporary concerns as: the insatiable thirst for consumerism; the need to scapegoat non-mainstream social groups; the popular demand for growth of the penal system, and for a larger police presence; and the hunger for more (and ever more titillating) entertainment.

Our nation's founding faith in the rights, value, and dignity of the individual has metastasized into a largely unconscious tumor of individualism which seriously threatens the health of society. This "cult of individualism" causes such ills as: denigration of the idea of the individual's

responsibilities to society; glorification of celebrity (no matter what the cause of that celebrity); the increasing litigiousness of Americans; weakening of the social fabrics of family and community; one-issue political action groups and their low tolerance for compromise; the persuasive attitude of "What's in it for me?"; and the funk of alienation.

_ The university is uniquely positioned and qualified to participate in, and to lead, the necessary dialogue that will illuminate these all-but-hidden dynamics. The university's diverse faculty, through its connection to the centuries-long traditions of humanistic scholarship, provides the university with authority to address these issues. It is an authority which is not readily found elsewhere in society.

Threats Associated with the Force

_ The only other sectors of society which are involved in discussing these issues are, by and large, politicians and religious institutions. Their agendas are traditionally partisan or proselytizing, and are unlikely to result in true dialogue. If these forces are not identified, the focus of attention will remain on the surface phenomena. The university has a responsibility to assume leadership of this dialogue.

Implications for UCF Action

_ Using Disney Institute-like format, offer short-term workshop-seminar-lecture opportunities on such topics as:

- Individual Freedom and Social Responsibility

- The Value of Insecurity

- Control vs. Spontaneity

 

 

The current political climate demands that universities demonstrate they have improved quality and used resources effectively and efficiently. The use of accountability measures will be crucial in justifying current programs and budgets, developing new initiatives, and garnering state funds through performance based budgeting.

_ Improve effectiveness and quality of programs

_ Develop entrepreneurial approaches to acquire resources and increase flexibility through procedures that facilitate these new approaches.

_ Develop new ways of fulfilling our mission that enhance efficiency without compromising quality.

 

_ Increase trust and confidence of federal and state legislators as well as citizens in universities.

_ Eliminate weak areas and activities that are extraneous to the mission.

_ Continue to develop a reputation as a university that spends and monitors its resources wisely and addresses accountability issues productively.

_ Accountability measures aimed at increasing faculty teaching loads and FTE production may undermine other crucial university activities related to research, public service, and self governance.

_ The accountability process may encroach upon and tax limited monetary and human resources due to added demands within the same resource base, especially when added to the already formidable demands of BOR reviews, SACS regional accreditation, and discipline-specific accreditation.

_ Competitiveness within and among other SUS institutions for performance based funds may lead to less cooperation.

_ Some accountability procedures and policies may diminish quality.

_ Evaluation of the performance of faculty, administrators and students may be calculated on mechanistic efficiency models which do not take into consideration the multi-dimensional nature of excellence.

_ The new 120 hour rule may adversely impact students who change their majors, may wish to add a minor, engage in area studies, or pursue a course due to intellectual curiosity.

Implications for UCF Action

_ Continue to develop and enhance effective and credible accountability processes.

_ Communicate effectiveness to federal and state legislators to assure future support.

_ Develop an agenda to promote acquisition of, and spending flexibility for, external funds.

_ Participate in the development of state level accountability plans and measures to assure input into the process.

_ Focus resources on identified strengths.

_ Communicate accountability measures to university community to create a common agenda.

 

 

A growing corporate presence is emerging on campuses through corporate-sponsored grants and research parks. Corporate leaders participate on university advisory boards to evaluate issues ranging from budget to curricular decisions. In an attempt to function more efficiently and effectively, universities nationwide have been increasingly using the methods and strategies of business by implementing quality management and improvement, and "customer" oriented planning and performance principles.

It seems to be a tendency of the university to adopt a defensive posture when under attack from external forces (i.e. the growing number of legislative mandates which require higher education to conform to accountability structures which are common in business, but which don't take into consideration factors of quality in the educational process).

This defensiveness is seen as a willingness by the university to play by the rules and definitions identified by forces which are often hostile to its values, instead of taking an aggressive posture of defining its own values to the public.

_ Society can be enriched--and the functions of the university can be encouraged--by an aggressive and articulate public relations campaign which will help clarify the areas of accord and the areas of difference between the values of the business community and the values of the university.

Threats Associated with the Force

_ The university's special strengths and full potential won't be realized if it continues only to react to external criticism and to definitions of effectiveness which are not appropriate to its values and goals. Unless the university effects a change in the nature of the dialogue, its deepest values will not be understood or supported.

Implications for UCF Action

_ Establish an internal task force to formulate a public relations campaign to:

- clarify the traditions and values of liberal education which the university seeks to continue, and the differences of those traditions from the traditions of the business community

- clarify the value of liberal education to society, and

- clarify the factors which are needed to assure a quality educational process.

 

The entertainment industry is dynamic and active in Central Florida. In 1995, television and film production in Florida will generate nearly $500 million and create 62,000 jobs, and Orlando is the 22nd television market (out of 240 markets). Meanwhile, arts and cultural organizations in 1993 had a statewide economic impact of over $1.1 billion and created 17,900 full-time jobs. Central Florida is the primary growth area in Florida for production, arts and cultural activities.

_ UCF is the only public university in Central Florida. Modest but active programs in art, film, television, music and advertising serve the entertainment industry with interns and employees. Important steps have been taken to expand beyond the academic programs. Students and faculty have access to the Consortium for Research and Education in Art and Technology (CREAT), to the Digital Information Processing Laboratory (DIPL), a state-of-the-art visual arts lab, and to the Shakespeare Festival. A proposed performing arts center in Orlando would involve UCF academic programs taught on-site. Together, these efforts enhance the ability of UCF to improve the quality of life throughout Central Florida.

Threats Associated with the Force

_ Other universities and colleges, both public and private, are competing with UCF to serve the cultural and entertainment needs of Central Florida. UCF must stake out the territory it will serve in the arts, culture and entertainment industry to deter competitors. UCF academic programs struggle to serve these needs since instructional facilities on campus are often inadequate and up-to-date equipment is costly.

Implications for UCF Action

_ UCF is ideally positioned to serve the present and future growth of the entertainment industry in Central Florida.

_ UCF is situated to provide and develop high quality programs in art, dance, film, music, television, and theater. To grow as a vital resource for the entertainment industry, UCF must:

- make arts and entertainment programs a central mission of the university

- provide art, dance, film, music, television and theater programs with adequate facilities to become premier programs

- enhance professional guest artist and professional workshop opportunities in the above programs

- obtain more internships, cooperative education opportunities, and scholarships for students, plus endowed chairs and faculty status for industry artists, technicians, and managers

- enhance interdisciplinary alliances in fields like art, film, music, business administration, advertising, computer science, engineering, television, and theater

- establish a School of Arts and Entertainment.

 

"learning-centered process" driven by broad access to asynchronous information technologies and a "student-centered focus". This paradigm shift will necessitate a long-term commitment to change advocacy.

Implications for UCF Action

_ In developing its strategic plan. UCF will want to identify strategies that promote or address:

- A systemic review and revision of institutional policies, procedures, and personnel agreements to empower the institution to be an "agile" organization that can be responsive to the societal, demographic, and technological changes of the Information Age.

- A proactive approach to the development of information technology infrastructure and the deployment of instructional technologies and distance learning delivery modes to facilitate time-and-place independent learning or just-in-time learning.

- A systemic review or reform of curricula to improve the integration of knowledge and to infuse instructional technologies into the learning process.

- A systemic review of institutional and instructional support services to expand technology-based delivery while enhancing the level of service.

- A systemic review of the institutional mission statement to redefine learning as a "learner-centered" process.

- A doctoral program in instructional technology.

 

 

Statement of Force

Florida will continue to grow at a rapid pace and Central Florida will grow even faster. There will be more high school graduates seeking a college degree, they will represent an increasingly diverse population. and will be seeking career opportunities that typically specify college graduates.

Florida is now the fourth most populous state behind California, Texas and New York. Florida's percentage increase in population since 1990 was fourth largest of any state.

Central Florida is the 22nd largest market in the United States and is growing faster than national averages. The current rate of growth of over 12% means that the current market for the University of Central Florida (including Volusia) is currently nearly 2 million people, and should grow to nearly 2.5 million by 2000.

In terms of employment, Metropolitan Orlando had 682,000 people employed in 1994 with nearly one-fourth of them employed in tourism, another 7% in restaurants, 16% in defense/technology, 16% in health care, 12% in supermarkets, and almost 9% in retail. While "services" represent over one-third of all employment for Florida, they represent over two-thirds of all employment in Orlando.

The median age of Orlando residents in 1993 was 34, with a median income level of $33,955. Orlando is younger than Florida overall, which has a median age of 37, and richer than Florida's average household income of $31,146.

The educational breakdown for Orlando's residents: 10% who did not graduate from high school, 39% who are high school graduates, and the remaining who have at least some college with 19% being college graduates and an additional 7% having post graduate degrees. Florida high school graduates will continue to grow by 51%. This is the second fastest growth (to Nevada) in the United States.

The ethnic mix is changing to include more Hispanics with a substantial proportion of them coming from Puerto Rico.

Opportunities Associated with the Force

_ For UCF students there will be numerous jobs available in education, health care, retail, travel and tourism, and infrastructure building-related careers as the Central Florida area grows.

_ For UCF departments to develop new physical locations to better serve the geographically dispersed student population and the needs of the service-based employers.

_ For UCF students more of the jobs will require a bilingual skill, with Spanish becoming more important.

_ For UCF the opportunity to grow into one of the largest universities in the country as the influx of new people, new graduates, and newly evolving career skills require an increasingly sophisticated educational preparation.

 

Threats Associated with the Force

_ For UCF, there will be a need to acquire more resources in an increasingly competitive economic environment.

_ For departments there will be a need to educate more students with the same or fewer resources per student.

_ For UCF students there will be increasing competition by students from institutions which are struggling to find placement in other less robust and slower growing geographic areas and markets.

_ For UCF students there will be more total college graduates competing for fewer middle management and college graduate entry level jobs.

Implications for UCF Action

_ UCF must do a better job of creating placement linkages/partnerships with employers and especially those who offer the best opportunities for college graduates in Central Florida.

_ UCF must perform a better market-needs analysis to help identify in advance the programmatic areas where the University should commit its limited resources.

_ UCF must plan now to accommodate the phenomenal projections in population growth.

 

 

Statement of Force

The hospitality industry has been and will continue to be the dominant economic force in Central Florida and the State of Florida. By the year 2010, the travel and tourism industry will be the world's largest employer. One out of every three jobs in Central Florida is a result of travel and tourism activity.

More than $5 billion annually is contributed by the industry to the local economy by the 12 million tourists. There are more than 1,400 restaurants, 85,000 hotel rooms and 50 theme parks and attractions in the Central Florida market. The convention center will soon be the sixth largest in the United States and currently books nearly 15,000 meetings with over 2 million participants annually.

Orlando continues to expand its international presence, especially with South American travelers.

Opportunities Associated with the Force

_ Existing commitments for new park and hotel expansions will directly translate into job opportunities for qualified hospitality-trained students.

_ The tremendous change the industry is undergoing means that a higher proportion of the desired employees will require more managerial and technological skills.

 

_ The increasing sophistication of the technology used by the industry will require increasing numbers of technically trained students with creative skills.

Threats Associated with the Force

_ The industry's reputation, entry salary structure, and emphasis on dues paying tends to discourage entry-level baccalaureate students without experience.

_ The industry is subject to economic forces and changing consumer tastes that can adversely affect student opportunity and industry financial support.

_ Technology (e.g., virtual reality, etc.) may diminish or eliminate the need for travel in general, and especially to Orlando for theme park or convention experiences and the associated job opportunities.

Implications for UCF Action

_ UCF should expand recruiting efforts, industry partnerships, and resource commitments to build the hospitality program into a dominant human resource supplier for industry.

_ UCF should actively participate in executive development and management development programs to both meet local hospitality industry needs and to fully capture Orlando's location advantage for organizational executives and managers coming here for meetings and conventions.

_ UCF should lead the way in collaboration with the film and engineering/technology programs, as well as the major local hospitality organizations, to attract to Orlando and then collaborate with high technology hospitality oriented organizations, to take the lead in developing and implementing the new technologies.

_ UCF should commit significant support to establish a premier hospitality program, and use it to aggressively exploit an obvious competitive market niche uniquely available to a university in Orlando, Florida. UCF's hospitality management program should be strongly promoted internationally.

 

 

Statement of Force

Between 8,000 and 15,000 people move to Florida each month. As a result, Florida is now the fourth largest state in the nation and has a population of over fourteen million. This population explosion has led to serious environmental pressures related to the water we drink, the air we breathe, and the natural resources we enjoy.

In addition, there is a growing concern for indoor air quality in buildings and its impact on health, economies. and legal action (i.e., lawsuits, etc.). Because of Florida's dependence on the quality and availability of her natural resources to attract tourists and support this large population, the need to protect and improve the environment is particularly great.

 

Opportunities Associated with the Force

_ These above needs present many opportunities for UCF in terms of research and education.

_ Because of an increased use of automobiles, the possibility of violating air standards has become of great concern. Use of alternative fuels such as natural gas or hydrogen may improve air quality. Increased population also creates greater demand for power with resultant air and waste emissions.

_ Development increases the extent of impervious areas and the rate of stormwater movement to surface water, leading to flooding. Use of treated stormwater and wastewater as drinking water may become necessary in the not-so-distant future to supply the large population.

_ Constructed or natural wetlands are protected in order to replace or mitigate natural wetlands which are destroyed during construction. Little is known about the success of this practice, although it is utilized throughout the country.

_ Agricultural practices and lawn maintenance have severely damaged many Florida lakes, most notably in Central Florida, Lakes Apopka and Jessup. Ecosystem management techniques which permit agriculture and nature to coexist must be developed.

_ There are many other environmental areas which UCF is uniquely positioned to influence and benefit, including indoor air quality, market development for recyclable waste materials, groundwater cleanup, mercury contamination, industrial pollution prevention, and the remediation and mining of old landfills.

Threats Associated with the Force

_ The cyclical and politically unstable nature of environmental related federal and state funding and competing programs for shrinking state and federal funds limits the research market.

_ Every SUS university currently has an active environmental engineering or science program.

_ There is a lack of funding for purchase and maintenance of laboratory equipment necessary to support programs.

_ Competition exists from environmental consulting firms engaged in research.

Implications for UCF Action

_ UCF should develop interdisciplinary research teams (within UCF and with other universities) to become more competitive for federal and state funding.

_ UCF should aggressively pursue research grants from industry to investigate pollution prevention opportunities.

_ UCF should seek additional funding to reinvigorate existing UCF environmental research centers.

_ UCF should pursue more internships, cooperative education opportunities, and partnerships with industry to expose students to real world situations and better prepare them for employment after graduation.

 

_ UCF should pursue opportunities in foreign markets for environmental technology development.

_ UCF should become more involved in educating the public regarding environmental issues.

 

 

Statement of Force

Rapid urbanization and population growth in Central Florida have been accompanied by and contribute to a variety of societal problems that impose tremendous stress on family, governmental, business, and social life. A critical need exists for trained human service professionals (e.g., nurses, health care administrators, physical therapists, social workers, marriage and family counselors, correctional officers, paralegal, gerontology specialists, public service professionals) who can address the complex social and health problems which already exist and those likely to develop as a result of cost containment efforts at the state and federal level.

Florida has been identified by the Health and Human Services as an area where certain problems, such as substance abuse, could be expected to grow rapidly. Other problems such as domestic violence, homelessness, the need for long-term care for members of the "elder boom," and crime will also continue to increase. Dislocation associated with accelerated in-migration will certainly increase due to changes in economic and demographic forces and in the composition, structure, and role of the family (e.g., more dual career households, loss of traditional support systems, more single parent homes, etc.)

Opportunities Associated with the Force

_ The university has the opportunity to expand and develop programs that better meet the increasing needs of human service agencies and organizations for professional trained staff, and to improve the quality of the services offered by those agencies by continually upgrading the knowledge and skills of those professionals.

_ UCF can also provide opportunities for current and future human service and public providers to obtain the professional education needed without leaving the area and existing family and employment obligations.

Threats Associated with the Force

_ The growth and effectiveness of human and public service programs are influenced by the availability of financial support and the nature of the partnerships established between the public and private sectors to prevent, reduce, or resolve health, social, and governmental problems. Unfortunately, societal problems may be growing faster in range and intensity than can be handled given current and potential resources.

Implications for UCF Action

_ Expand and/or develop programs to meet the needs of human services agencies.

_ Expand and/or develop professional education programs to meet the needs of the nontraditional student.

 

Statement of Force

The growing population of the Orlando metropolitan area as well as in the metropolitan areas in the service region requires a new kind of institution that is able to meet the needs of its area including addressing problems of urbanization, serving the non-traditional student, forming partnerships with key public and private organizations, and fully developing other institutional dimensions related to UCF's metropolitan mission. Competition from private colleges and universities to fill the niche will increase in the future.

Opportunities Associated with the Force

_ Forge new relationships and partnerships with business, industry, and government to address regional issues.

_ Develop applied research relevant to metropolitan area

_ Define and develop area campuses to do the same in their metropolitan areas.

_ Ability to provide alternative delivery systems to meet the needs of growing, diverse, student population.

_ Involve the community in the revision of curricula.

Threats Associated with the Force

_ Lack of coordination of these efforts may result in incoherence and duplication of efforts that give an impression of total lack of organization and frustrates community partners.

_ Challenges of interface between different organizational cultures (education v. business; public v. private).

_ Danger of becoming too narrow if focus solely on linkages to immediate area at the expense of our eleven county service area.

_ Increasing vulnerability to external processes influencing university decisions and activities.

_ Resistance from groups wishing to pursue more traditional models of higher education will produce internal conflict.

Implications for UCF Action

_ Assess current institutional image within Orlando area.

_ Evaluate the effectiveness of current service in meeting the needs of the Orlando metropolitan area and make relevant changes.

_ Develop definitions and typology of partnerships.

 

_ Develop means of coordinating and monitoring partnerships.

_ Provide seed money and other incentives for identifying and maximizing partnerships.

_ Review potential implications of these relationships and establish ways to assure academic freedom.

_ Review and compare the UCF marketing plan to competitor's efforts to attract students.

_ Identify competitors and develop appropriate strategies for appealing to our target markets.

_ Design alternative programs to meet the needs of a diverse population.

 

 

Statement of Force

Increased scrutiny of articulation efforts and graduation outcomes of Florida's 2+ 2 (community college/state university system) structure for delivery of undergraduate education.

Opportunities Associated with the Force

_ Reexamine the mission of both community colleges and universities to create new and more effective transfer advisement systems.

_ Community colleges and state university system faculty and administrators will be mandated to work together to increase student persistence towards the baccalaureate degree.

_ Federal and State funds may be made available for new joint initiatives between the Division of Community Colleges and the State Board of Regents.

_ Could increase UCF's FTIC enrollment goal, since research shows they have a higher graduation rate than freshmen entering at the community college level.

_ Due to the recent mandate of common GEP requirements and common course prerequisites, retention and timely graduation rates should increase.

_ Monies saved due to increased efficiencies could be used to address secondary transfer issues between the community college and state university system (e.g., curriculum consistency under the common course numbering system, accuracy and currency of advising information, faculty-to-faculty articulation meetings, and common orientation meetings).

Threats Associated with the Force

_ Fewer A.A. transfers in the future due to funding initiatives that reward community college students in A.S. Technical-Preparation programs.

_ The trend toward academic conformity will stifle the uniqueness of the individual universities, and decrease incentives for creative curricula.

_ Program accreditation by national agencies may be compromised (e.g., engineering and education).

_ New emphasis on "getting through in 120 hours" may adversely impact students who change their majors, or who wish to have a double major or minor, engage in area studies or pursue additional course work due to intellectual curiosity.

_ Community colleges challenging the rationale for SUS receiving 60% more funding for lower-division, per-student funding than community colleges receive.

Implications for UCF Action

_ Set a goal of raising Florida's rank of the number of bachelor degrees produced per 100,000 working age residents from 45th to "at the national average or higher."

_ Identify the top three obstacles currently keeping students from graduating in a timely manner.

_ Develop a stronger 2+2 advising system that identifies potential UCF transfer students early and guides them towards their proposed UCF major while they are still in the community college system (e.g., ensuring that proper prerequisites are taken).

_ Design a system to electronically close the gap between the community college system and UCF to facilitate and enhance procedures for admissions, advisement, registration, and record keeping.

_ Develop a system that requires a student to consult with a faculty advisor before accessing the telephone registration system.

_ Improve electronic advising, improve quality of catalog and improve SASS audit.

 

 

Statement of Force

Inadequate levels of state and local funding for public PK-12 education impact the quality and diversity of students applying for admission to UCF. (Growing class sizes, reduction in college offerings, less time for teachers to evaluate written assignments, reduction in the number of high school courses, reduction in supplies, i.e. laboratory equipment, affect the quality of education provided to central Florida students.) Lower socioeconomic students and people of color, who are often more dependent on the public systems, may be most affected by these shortfalls, and thus less adequately prepared for university admission.

Opportunities Associated with the Force

_ UCF needs to be an advocate for adequate local and state funding of education at all levels.

_ UCF also has the opportunity to work with central Florida public school districts to develop more partnership opportunities. In particular, UCF has an opportunity to directly affect the quality of

PK-12 education in central Florida by developing close working relationships with school administrators and guidance counselors with regard to student academic preparation and alternative programs.