Northeastern Maryland Higher Education Advisory Board Presented by: R . Raymond Thompson, Ph.D.

1. Northeastern Maryland Higher Education Advisory BoardPresented by:R. Raymond Thompson, Ph.D. Needs Assessment Study Update Monday, September 22, 2014

2. Overview of MGT Assignment Assess Higher Education Needs of Region (NE MD) • Review market profile (Harford & Cecil Counties) • Update current program availability (University Center) • Gather input from key stakeholders (community leaders, UC partners, major employers, APG) • Identify unmet needs • Identify critical issues • Report findings and conclusions

3. Work Tasks • Review findings from recent related studies and reports • Conduct an analysis of the regional market, including • Population trends • Educational participation and attainment • Occupational projections • Interview key stakeholders including community leaders, Department of Defense and Federal entities, private sector employers, and higher education institutions active in the region. (In process) • Identify program needs and gaps, particularly at the graduate level (In process)

4. Market Profile: Population Projections Population Estimates and Projections through 2025 Source: Maryland Department of Planning, 2013.

5. Market Profile: Educational Attainment 2012 Educational Attainment Population 25 Years and Older Source: U.S. Census Bureau, 2012 American Community Survey 1-Year Estimates.

6. Market Profile: High School Enrollments High School Enrollment Trends and Projections 2012 through 2022 Source: Maryland Department of Planning, 2013.

7. Market Profile: Occupational Projections Occupational Categories Requiring an Advanced Degree in the Susquehanna WIA 2010 to 2020

8. Market Profile: Occupational Projections Occupational Categories Requiring a Bachelor’s Degree in the Susquehanna WIA 2010 to 2020

9. Market Profile: Occupational Projections Occupational Categories Requiring an Associate’s Degree in the Susquehanna WIA 2010 to 2020

10. Market Profile: APG Population • Third largest workforce center by population in the State of Maryland. • Civilian dominated organization focused on testing, research, and development. • More than 80% of APG’s workforce lives in Harford, Cecil, or Baltimore County. • Growth from BRAC 2005 brought the number of jobs on post to nearly 22,000, with another 6,000 off-post positions in the region. • Army 2020 Force Structure Realignment Scenario potential impact on local region.

11. University Center Profile • Partnerships: • Johns Hopkins University • Morgan State University • Notre Dame of Maryland University • Towson University • University of Maryland College Park • University of Maryland University College • Programs available: • Business (B.S., B.A., B.S./B.A., M.A.) • Cybersecurity (B.S.) • Education (B.S., B.A., M.S., M.A.) • Engineering (M.S.) • Nursing (B.S., M.S.) • Psychology (B.S./B.A.) • Sociology/Criminal Justice (B.S./B.A., M.S.) • Technology (B.S./B.A., M.S.)

12. University Center Profile Total University Center Graduate and Undergraduate Enrollments 2008-09 to 2013-14

13. Key Points from Stakeholder Interviews • Employment Needs/Changes • Several employers contacted were private consultants or small agencies with no major hiring needs of their own. Others rely heavily on government contract work, and indicated that the number and types of employees hired in the future will depend largely on government funding. • Aging workforce as a result of BRAC and the economic downturn. Many employees continued working past retirement. • Both the right skills and the right skill level are required in the region. • Focus of employment needs for many employers is project management, logistics, and STEM skills. The need for skilled technicians/machinists (for high tech manufacturers) were indicated by some employers.

14. Key Points from Stakeholder Interviews • Education Needs • Degrees in STEM disciplines are needed, including cybersecurity, engineering, networking, C4ISR (Command, Control, Communications, Computers, Intelligence, Surveillance and Reconnaissance), contract administration, logistics, and project management. • Employers indicated that the UC meets a broad cross-section of needs, but more niche programs are needed. • Some believe candidates with the necessary technical background and bachelor’s degrees are readily available locally, but that those employees cannot expand their skills with an advanced degree in the region. • Online opportunities are available, and APG offers ad hoc classes, but if a program is not offered at the UC, students often choose to drive to Baltimore, Washington or Philadelphia. • Short term programs were mentioned by several employers – ones that allow an employee to be certified in a matter of months, not years.

15. Key Points from Stakeholder Interviews • Barriers/Current Providers • Feeder system is missing to channel high school students with an interest in science and technology to local degree programs. • It is often difficult to gather 20+ students in the region who need the same program because of the small population. • Would like the larger Maryland institutions to have a stronger presence at the UC. • Strengthening local elementary and secondary education programs were mentioned by several employers as a way to improve higher education opportunities for residents. • Access to UC is prohibitive from parts of Cecil County. • Employers have established relationships with providers outside of UC. • Education and training expertise in specialty areas of need are beyond Maryland institutions.

16. Key Points from Stakeholder Interviews • University Center Issues • UC is considered by some as an “alternative” to a more formal education. • Some students want to be part of an identifiable institution. • Some employers were unfamiliar with what the UC offers, and how their employees might benefit. • UC needs to be agile enough to identify, develop and roll out programs as needs arise and be willing to take small steps. A full-time development specialist would help the UC in this effort. • Some employers were unaware that a complete degree can be obtained through the UC, and noted that the UC could do a better job of advertising that fact. • Multiple APG/UC relationships must be continually addressed, and maintained. • UC staffing and control may not be adequate to respond to needs. • Towson university’s new undergraduate center on HCC campus.

17. Key Points from Stakeholder Interviews • Opportunities • State system is seen as a viable program provider at UC, but getting their buy-in has been challenging. • Develop a collective strategy for higher education and a technical pipeline for the region. • Institutions with the confidence of employers to engage in successful partnerships with the UC include: U MD College Park, U MD Baltimore, Johns Hopkins, UMBC, and Towson. • Several employers mentioned out-of-state institutions like the University of Delaware which has been eager to have more of a presence in the region. Others, like Drexel and Lehigh, are familiar to residents some who’ve relocated to the area and may have success as partners with the UC. • Cyber security programs maybe workable model for APG. • Additive manufacturing initiative is key economic development target.

18. Next Steps • Conclude stakeholder input calls • Cross-reference UC programming with expressed needs • Prepare gap analysis • Identify target program opportunities • Refine suggested strategic options • Develop and submit draft report for Advisory Board review

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