Feasibility Study of A University

A feasibility study for a university on the
Central Coast
Final Report
December 2011
Final Report to the Central Coast Regional Development Corporation
Allen Consulting Group Pty Ltd

ACN 007 061 930, ABN 52 007 061 930
Melbourne
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Suggested citation for this report:

The Allen Consulting Group 2011, A feasibility study for a university on the Central Coast,
Prepared for the Central Coast Regional Development Corporation, Melbourne.
Disclaimer:
While the Allen Consulting Group endeavours to provide reliable analysis and believes the
material it presents is accurate, it will not be liable for any claim by any party acting on such
information.
Allen Consulting Group 2011
The Allen Consulting Group
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Contents
Executive summary
Purpose of the project
Changes to higher education funding, authorisation and regulation
Regional supply and demand for higher education
Student and course profile
Feasibility benchmarks
Assessment and recommendations
Introduction and background

1.1 This project
1.2 Project methodology
1.3 This report
1.4 Membership of the Education Committee
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Chapter 2
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Establishing a new university in Australia

2.1 Introduction
2.2 Changes to the authorising and regulatory framework for new
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Chapter 1
universities
12
2.3 Changes to the funding framework for Australian universities
13
2.4 What the new authorising and funding frameworks mean for a new
university
14
2.5 Implications
14
Chapter 3
Analysis of regional supply and demand for higher education

3.1 Introduction
3.2 The catchment area and its population projections
3.3 The level of current and potential students in the catchment area
3.4 Central Coast industry and its demand for skills and qualifications
3.5 Education participation and attainment on the Central Coast
3.6 Implications
Chapter 4
Developing a student and course profile for the Central Coast

4.1 Introduction
4.2 Gap enrolment and projected take up rates by students
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4.3 Projected public revenue streams
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4.4 What is a critical mass of students?
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4.5 Implications
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Chapter 5
5.1 Introduction
5.2 What is required to launch a new university?
5.3 Regulatory requirements and standards
5.4 Campus location and infrastructure
5.5 Financial viability
5.6 Responses to a new university
5.7 Implications
6.1 The business case for a new university
6.2 The case for a university campus in Gosford
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Appendix A
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The experience of recent greenfield universities

A.1 Overview
A.2 Murdoch University
A.3 University of the Sunshine Coast
A.4 Common themes in developing greenfield universities
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References
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Chapter 6
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A FEASIBILITY STUDY FOR A UNIVERSITY ON THE CENTRAL COAST
Executive summary
Purpose of the project
The Allen Consulting Group, commissioned by the Central Coast Regional

Development Corporation (CCRDC), undertook research and analysis as Stage One
of a possible two stage feasibility study of a new university on the Central Coast.
The purpose of this project is to discern whether a sound policy argument exists for
the establishment or otherwise of a new university on the Central Coast. In
conducting this project, the Allen Consulting Group identified and investigated four
key issues:
changes to the higher education funding, authorisation and regulation

framework in Australia;
regional supply and demand for higher education;
student and course profile, with implications for public revenue streams; and
feasibility benchmarks.
Based on analysis and assessment of these issues, the Allen Consulting Group has
been able to make recommendations for the consideration of the CCRDC.
Changes to higher education funding, authorisation and
regulation
The framework surrounding the funding and regulation of existing higher education
providers and the authorisation of new universities will change considerably in
2012. Funding for students will shift to a demand based system and the quality
assurance activities of the Australian Universities Quality Agency and the statebased authorisation processes for new universities will both move to the Tertiary
Education Quality and Standards Agency. The standards relating to the provision of
higher education have not yet been finalised nor has the process of establishing a
new university. Across these changes, the extensive involvement and support of the
State government will continue to be a necessary element in the establishment of a
new university.
Regional supply and demand for higher education
The analysis of regional supply and demand for higher education employed the
Allen Consulting Groups regional demographic-economic modelling tool to assess
the likely supply of higher education students to a university on the Central Coast
and the demand for skills and qualifications based on industry and occupations data.
This modelling was based on a catchment area that included the Local Government
Areas of Cessnock, Gosford, Hawkesbury, Lake Macquarie, Pittwater and Wyong.
From this modelling, it is estimated that there is a potential enrolment at this point
in time of approximately 11,500 students across full- and part-time study modes.
This figure represents a gap enrolment the number of additional students that
would occur if higher education participation rates in the catchment area were
similar to the Sydney Statistical Division (Sydney SD). In further analysis
contained in this report, it is not assumed that all these students would attend a
university on the Central Coast.
Additionally, socio-economic and education data from the region was analysed to
estimate likely future patterns of participation and attainment in higher education.
The results of this analysis indicated strong student preference for participation at
the University of Newcastle, out-of-area study associated with higher levels of
achievement in Year 12 and an association between lower Year 9 literacy and
numeracy outcomes with lower participation in higher education.
Student and course profile
Analysis and modelling of student and course profile was based on the results of the
regional economic-demographic analysis. Four scenarios regarding the likely take
up rates by students are presented and the effects of two course profiles on public
revenue streams are modelled. The two minimal enrolment growth rates are
considered the most likely to occur due to current levels of education participation
and attainment in the catchment area, as well as demand for higher education
qualifications based on the catchment areas industry and occupation profile.
Based on the gap enrolment (the pool of available students) of 11,500, the expected
enrolments by 2031 for these growth projections are sub 4,000 (minimal and
delayed take up with constant enrolment share) or 8,000 (minimal take up with slow
increase in enrolment share).
The two course profiles modelled for their effects on public revenue streams are:
business and humanities only; and
business, humanities and health and other services.
The results of this modelling indicate that significant effort would be required in the
planning and establishment phase to ensure that student take-up rates were as high
as possible and generated sufficient public revenue streams.
A full feasibility assessment of a new university for the Central Coast is outside the
scope of this project. However, it is appropriate to consider a number of factors
prior to considering further investigation into feasibility:
the procedural and regulatory requirements for the establishment of a new

university;
campus location, infrastructure and course profile;
consideration of financial viability; and
the likely responses of catchment area universities.
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The scale of the challenge in establishing a new university in a transformed funding

and accreditation environment is considerable. The idea of the university will need
to be compelling and grounded in current needs and aspirations for higher education
as well as in realistic assessments of capacity of the regions industry and
occupations base to support a developing university. The ongoing support of key
stakeholders from the Central Coast and at the State level will be critical.
Should a body be formed to pursue new higher education provision on the Central
Coast, it will have to undertake rigorous assessment and analysis of the required
capital investment, the ongoing costs of campus infrastructure, analysis of staff and
student profile and the recurring income needed to develop and sustain the
university in its first decade.
This Report indicates that there is not sufficient evidence for the Committee to
invest additional resources in a full business case for a new university on the
Central Coast. There is, however, a strong case for the extension of higher
education provision on the Central Coast, particularly in the form of a university
campus in the Gosford CBD.
In recommending against further investigation into the establishment of a new
university on the Central Coast, this Report notes the following key indicators:
the expected pool of available students (11,500) together with the likely rates of
enrolment increase in the short to medium term represent an insufficient basis
for a new university;
the current industry and occupational profile now and into the medium term do
not create sufficient demand for higher education qualifications;
revenue in the short to medium term is likely to be well short of the costs of
establishing and maintaining a new university;
meeting the accreditation requirements for a new university will be difficult and
expensive, in particular meeting requirements for research and building a
postgraduate course and student profile;
there is a very strong preference by eligible Central Coast students to study at

the University of Newcastle and those students with a high Australian Tertiary
Admissions Rank prefer study at out-of-area universities, particularly the
University of Sydney and Macquarie University.
However, there is a strong case for extension of higher education provision on the
Central Coast to at least bring participation levels into line with the Sydney SD.
There are other factors which encourage the pursuit of expanded higher education
provision such as:
the potential for strong increase in higher education enrolment if State and
Commonwealth attainment targets are vigorously pursued;
changes to the Central Coasts industry and occupation profile over time to
reflect Sydney SD will have demand effects for higher education; and
improved transport and accessibility to the Central Coast may support more
than one location for higher education provision.
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These factors indicate potential demand for a viable campus based in the Gosford
CBD. This is particularly so for a campus which is highly focussed on professional
and technical occupations related to the CBD and Gosford as a commuter and
transport hub. A campus such as this would be differentiated from the Ourimbah
campus of the University of Newcastle.
Such an approach will require further detailed assessment of potential demand and
provision, drawing on the initial analysis undertaken for this Report as the basis of
discussions between the Committee and potential university partners, such as the
University of Newcastle.
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Chapter 1
Introduction and background

1.1
This project
The Education Committee of the Central Coast Regional Development Corporation

commissioned the Allen Consulting Group to conduct Stage One of a feasibility
study for the establishment of a university on the Central Coast.
The purpose of Stage One was defined by the Education Committee as providing a
sound policy argument for the establishment or otherwise of a new university
campus on the Central Coast and to identify the issues that should be pursued in the
second phase. In particular, the following research questions were defined:
a.
What are the implications of the changes in higher education policy and
funding for the establishment of a new university, particularly in a demand
based funding system?
b.
What are the implications of the changes in quality assurance arrangements

for higher education following the establishment of TEQSA, particularly with
regard to process for approval of new universities?
c.
What are the advantages and disadvantages of seeking accreditation as either

a university or a university college?
d.
What size would any new university need to be and over what timeframe?
e.
What is the current and projected level of demand for higher education in the
region and what share of that demand would be required for a university to
achieve required size?
f.
What comparable regions have stand alone universities and what are the
differences and similarities between those regions and the Central Coast?
g.
Whose legislative support for a new university would be required?
h.
Who might own such a University?
i.
What are likely responses by existing universities, particularly those who draw
heavily from the Central Coast catchment area, and in terms of sponsoring a
university college?
j.
What potential is there to attract domestic and international students from

outside of the Central Coast region?
k.
What opportunities exist for partnerships and collaboration with TAFE?
l.
Where are Central Coast school leaver currently accessing tertiary education?
m. What factors determine the optimum location of a University and where on the
Central Coast would those factors best be met.
In response to these research questions, the Allen Consulting Group developed the
project methodology as outlined below.
1.2
Project methodology
The methodology agreed with the Education Committee comprised three phases.
1. Feasibility benchmarks setting out the feasibility benchmarks for
university establishment and sustainable operation in the higher education
regulatory and funding environment that will come into full operation from
January 2012.
2. Analysis and modelling of supply and demand a comprehensive analysis
and modelling of supply and demand for a university through economic and
demographic analysis of the region. This will clarify the potential supply of
students, the demand for skills and qualifications and the potential for
regional research activity.
3. Final report and recommendations our analysis and recommendations
as to the feasibility of a university in Gosford with particular reference to
the options for university provision in the form of a university, university
college, or dual sector institution through a presentation and draft report.
During project initiation, it was agreed that an additional phase of limited modelling
would be included. This modelling would use the results of the regional supply and
demand analysis to produce likely scenarios of student enrolment, likely course
profile and take up rates. The results of the modelling, together with data and
information gathered in the first two project phases, would provide a sound
evidence basis for the Committee when considering the appropriateness of
proceeding to Stage Two of the feasibility study. Over the course of the project and
during discussions with the Education Committee, it was accepted that enrolments
by international students could not be reliably estimated and would be excluded
from the scope of the project.
1.3
This report
This draft report has drawn on consultation with members of the Education
Committee, modelling conducted by the Allen Consulting Group, data from
secondary schools from the Central Coast, publicly available and unpublished data
from the Department of Employment, Education and Workplace Relations
(DEEWR) and a desktop review of reforms to the higher education policy,
regulatory and funding framework.
The remainder of this report is structured as follows:
Chapter Two provides an overview of the funding and regulatory reforms that
will come into effect from January 2012. The authorising and regulatory
framework has not been fully outlined at time of writing but this draft report
reflects the latest publicly available information.
Chapter Three analyses regional supply and demand for higher education and
reviews patterns of education participation and attainment and provides an
estimate of the total pool of students.
Chapter Four presents four rates of growth for a university and models two
course profile scenarios to generate estimates of public revenue streams.
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Chapter Five addresses feasibility benchmarks to indicate the scope and scale of
planning and investment required to support a university on the Central Coast.
Chapter Six contains a preliminary assessment of the feasibility of a university

on the Central Coast and outlines next steps for the Education Committees
consideration.
1.4
Membership of the Education Committee
The Committee membership comprises of community leaders, specialist advisors

on education, an economic advisor and a representative of the NSW Governments
Department of Premier and Cabinet:
Ken A Jolly AM, Chair;
Jan McClelland, Deputy Chair;
Professor Terry Lovat, Emeritus Professor Terry Lovat, former Pro ViceChancellor (Education & Arts) and former Pro Vice-Chancellor (Central
Coast), The University of Newcastle
Dr Gregor Ramsey AM;
Emeritus Professor Denise Bradley AC;
John Tilston, Advisor, Economic Development, Gosford City Council; and
Leoni Baldwin, Regional Coordinator Central Coast, Department of Premier

and Cabinet.
Helen Polkinghorne, Senior Development Manager, Central Coast Regional

Development Corporation managed the work of the Education Committee.
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Chapter 2
Establishing a new university in Australia

2.1
Introduction
This chapter outlines the considerable reform process that is underway in Australian
higher education. These reforms encompass the authorisation, regulation and
funding of universities operating in Australia and involves transition from a set of
nationally agreed protocols to a set of standards enforceable by an independent
regulator. The purpose of the chapter is to assess the implications of the new
funding, authorising and regulatory framework for the establishment of a greenfield
university.
This chapter will:
examine the changes to the authorising process for new universities in Australia
that will be in place from 31 January 2012;
briefly describe the funding framework in place for universities from 2012; and
assess the implications of these changes for the development of a university on

the Central Coast.
A full discussion of two of the most recent examples of greenfield universities,

Murdoch University (1975) and the University of the Sunshine Coast (1996) is
given at Appendix A. The type and extent of support received from the state
government of the day is reviewed, as is the scope and purpose of each university
and their development in the first ten years of operation. These examples are
provided as useful comparators to the situation and experience of the Central Coast.
2.2
Changes to the authorising and regulatory framework for new

universities
The authorising and regulatory regime for new universities in Australia is currently
in a state of transition. It is moving from a set of nationally agreed protocols to a
standards-based regulatory regime overseen by an independent national body, the
Tertiary Education Quality and Standards Agency (TEQSA). While the move does
not introduce new policies, it does shift the location of the authorising and
regulatory regime from predominantly state-based administration to an independent
body external to state and federal education departments.
The new Higher Education Standards Framework will ensure the consistent
application of a clear set of standards encompassing:
providers;
qualifications;
teaching and learning;
information; and
research.
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The provider and qualification standards will act as threshold standards which must
be met before a provider can be listed on the National Register of Higher Education
Providers.
Authorising framework
From 2012 a new public university will have to undergo the following processes in
order to operate:
it will have to be established as a legal entity established by or under an

Australian legislative instrument;
it will have to be accredited by TEQSA; and
it will have to be approved for funding by the Commonwealth Minister for

Education.
The intent of these new processes does not depart significantly from the procedure
outlined in National Protocols for Higher Education Approval Processes which has
been in operation since October 2007. State governments will continue to be
heavily involved in the legislative founding of a university. Part 3 of the Tertiary
Education Quality and Standards Agency Act 2011 requires TEQSA to consult state
and territory ministers of education in those cases where the applicant requests or is
eligible for the provider category of university. This continues the involvement of
state governments and education departments in the establishment processes.
However, it does remain unclear how this will translate into formal and informal
procedures and the exchanges of information necessarily involved in such a
comprehensive exercise as planning a new university. The final step in the process
is approval for public funding by the Commonwealth Minister for Education under
the Higher Education Support Act 2003.
2.3
Changes to the funding framework for Australian universities
In its 2009 policy statement, Transforming Australias Higher Education, the

Commonwealth government announced significant reform in funding mechanisms
for the higher education sector. From 2012, funding for teaching and learning
activities at universities will not be based on a pre-determined number of students
(capped enrolment) attracting Commonwealth funding support. Instead, public
universities will be funded for student places on the basis of student demand:
The Government will fund a Commonwealth supported place for all undergraduate domestic
students accepted into an eligible, accredited higher education course at a recognised public
higher education provider. Universities will not be funded for places that they do not fill.
DEEWR 2009: 17
Furthermore, the current Student Learning Entitlement which currently imposes a

lifetime limit of seven years full time study for a Commonwealth supported place,
will be abolished from 2012.
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The funding for each university will be managed through a mission-based

compact between the university and DEEWR and the Department of Innovation,
Industry, Science and Research (DIISR). These compacts will run for three years
and, based on each universitys individual mission, will detail major higher
education and research funding and performance targets. The final template for
such compacts has been released and outlines the Commonwealth objectives for
teaching and learning, performance funding, research, research training and
innovation. Against each of these objectives, the university will outline its
particular strategies, performance categories and targets. This will include
performance targets triggering reward payments for participation by students from a
low socio-economic status background and Indigenous students.
2.4
What the new authorising and funding frameworks mean for a new
university
The changes to the Australian higher education policy environment that will take
effect from 2012 represent both continuity and change. The substance of the current
National Protocols regarding the establishment and operation of universities will be
translated into the Higher Education Standards Framework. The higher education
regulatory and authorising functions now held by state departments of education
will be transferred to TEQSA and thereby create a more transparent system of
monitoring and assessment. While this is not likely to affect significantly the
operations of most existing universities, there is some uncertainty regarding the
processes that will support and guide the development of a new university. This
circumstance is not addressed in detail by currently released standards or
guidelines.
The involvement and support of state governments is crucial in the planning and
establishment of new public universities. This will remain the case even when
authorising and regulatory functions are transferred to TEQSA. Negotiating and
managing state government support in the absence of their previous authorisation
responsibility will be a critical function in the establishment of a new university.
What is most uncertain is the effect of the demand-based funding system. As
illustrated in Appendix A with the establishment of Murdoch University and the
University of the Sunshine Coast, considerable support was provided in the form of
planning load and funding for capital works including from state governments. That
is, both institutions were able to plan for student enrolments at an expected level
and receive funding even if places went unfilled. The approach by the
Commonwealth to funding new universities is not clear and this increases the
degree of uncertainty surrounding the establishment phase of a new university.
2.5
Implications
The preceding analysis highlights the significant shift in the rigour and complexity
of the process of establishing a new greenfield university. External bodies have
always existed to advise and monitor the development of universities but the
Australian Universities Quality Agency and now TEQSA have cemented the place
of quality assurance in the delivery of higher education. This indicates the need for
sophisticated planning for a new university across multiple domains even before
final approval is gained.
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There has also been a shift in the locus of responsibility for the establishment of
new universities from state governments to a national and independent body. While
the influence of the Commonwealth government is not direct, it does locate the
decision to establish a new university within the national higher education policy
framework. This indicates a shift in favour of Commonwealth policy priorities
rather than state policy preferences and drivers when Commonwealth support is
being considered.
These policy and regulatory shifts do not diminish the continuing importance of
state government support in the form of enabling legislation, direct and indirect
financial support and additional supports that may be required by TEQSA. The
separation of the processes of legislative establishment and accreditation will mean
recasting the role of state governments as partners in the proposal. This in itself
may have implications for shaping the terms of state government support and the
form of its relationship with the proposers of the new university.
The challenge for any new university posed by demand based funding lies in
determining how the costs of initial establishment will be met and managing
liquidity in the initial years of operation. In effect, the new university will have to
address how the costs of start up capital are to be met. The demand-based funding
system highlights the importance of reaching critical mass quickly. Quantifying
critical mass is difficult and the Review of Higher Education in Australia noted that
research conducted in the mid-1980s indicated that an economic student load would
be 5,000. However, as the Review commented,
trends in financing for teaching and research lead the panel to believe that a student load of
5,000 is unlikely to be sufficient to support a comprehensive university in Australia.
Bradley 2009: 111
Significant effort would need to be applied to determine likely student enrolment in

the first five to ten years so as to inform financial and strategic planning for the new
university.
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Chapter 3
Analysis of regional supply and demand for higher

education
3.1
Introduction
This chapter uses outcomes from the Allen Consulting Groups regional
demographic-economic modelling tool to assess the likely supply of higher
education students to a university on the Central Coast.
Assessing potential demand for a new university on the Central Coast is not
straightforward. For example, if a university drawing high ATAR scores offered
prestigious courses, demand would be very high. A new university also offering
courses such as medicine and law would also quickly attract strong demand.
However, these offerings are not typically available to new universities. Some
newer universities and campuses of existing universities in regional and outer
metropolitan areas have also struggled to attract enrolments with consequent
planned or actual campus rationalisations evident in recent years.
For these reasons, potential demand was assessed at a broad level by analysing age
participation levels in higher education in the region and comparing these to the
average participation level for the Sydney SD using 2006 census data. While it is
recognised that data will have changed since that time participation levels may
have increased they will have changed for the Sydney SD as well.
There are four elements to this methodology:
identifying the geographic location of potential students;
estimating the population projections for those localities;
analysing labour force and employment patterns; and
analysing rates of participation and attainment in education.
The data obtained from this modelling will indicate the pool of students available to
a university on the Central Coast and its likely composition by full-time and parttime status. Furthermore, the analysis of labour force and employment will develop
a profile of the Central Coasts industry base and indicate the types of skills and
qualifications likely to be in demand. Finally, the data on current education
participation and attainment will provide further insight into the expected supply of
future higher education students.
3.2
The catchment area and its population projections
The core catchment area is comprised of the local government areas (LGAs) of
Gosford and Wyong. Investigation of travel patterns for the purposes of work and
education indicated that this pool of potential students should be extended to
include Cessnock, Baulkham Hills, Hawkesbury, Lake Macquarie and Pittwater.
The map at Figure 3.1 also indicates the locations of existing universities and
campuses within the catchment area.
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For the purposes of analyses contained in this report, the Central Coast refers to
the LGAs of Gosford and Wyong; the catchment area refers to these LGAs as well
as the LGAs of Cessnock, Baulkham Hills, Hawkesbury, Lake Macquarie and
Pittwater.
Figure 3.1
CATCHMENT AREA LOCAL GOVERNMENT AREAS AND EXISTING UNIVERSITIES
Source: The Allen Consulting Group 2011
Population projections for the Central Coast to 2026, as seen in Figure 3.2 below,
indicate growth from approximately 300,000 in 2007 to approximately 350,000 in
2026.
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Figure 3.2
POPULATION PROJECTIONS TO 2026 GOSFORD AND WYONG
This population growth will vary significantly across age groups, as indicated in
Figure 3.3 which demonstrates the yearly percentage increase in population by age
group. The net internal migration is positive for all age groups with the exception of
15-19 and 20-24 year olds (indicated in a lighter shade). This phenomenon is
referred to as a demographic hollowing out.
Figure 3.3
HOLLOWING OUT IN THE CENTRAL COAST POPULATION
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What is noticeable from this graph is that the Central Coast is an attractive
destination for young working families, as indicated by the high migration rates of
30-40 year olds. So while there is a discernible youth flight from the Central
Coast, the youth demographic is still being replenished by this migration of young
families.
A closer investigation of demographic projections is seen in Table 3.1 which details
the growth in the population of 15-24 year olds across the the catchment area.
Table 3.1
PROJECTIONS OF 15-24 YEAR OLDS IN THE CENTRAL COAST

LGA
2006
2011
2016
Cessnock
5,880
6,978
7,379
Gosford
19,365
23,935
23,439
Hawkesbury
8,842
10,250
10,098
Hornsby
21,609
23,550
21,742
Lake Macquarie
23,160
26,972
25,936
Pittwater
6,161
7,295
7,860
The Hills
23,363
27,199
28,697
Wyong
16,674
22,124
24,203
3.3
The level of current and potential students in the catchment area
Based on the data contained in Table 3.1, we can further examine patterns of study
in the catchment area. Taking the population of 15-24 year olds recorded in 2006
we can elaborate their status as full-time or part-time students. This is recorded in
Table 3.2.
Table 3.2
LEVEL OF CURRENT STUDENTS IN CATCHMENT AREA: FULL AND PART-TIME

LGA
No. of
Full-time
15-24 yo
university
% in fulltime study
Part-time
university
% in parttime study
Cessnock
5,880
487
3%
487
8%
Gosford
19,365
1,583
8%
336
2%
Hawkesbury
8,842
714
2%
157
2%
Hornsby
21,609
4,927
23%
642
5%
Lake
Macquarie
23,160
2,437
11%
454
2%
Pittwater
6,161
774
13%
156
3%
The Hills
23,363
4,552
19%
685
3%
Wyong
16,674
955
6%
200
1%
Sydney SD
569,903
94490
17%
12384
2%
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From this point, Baulkham Hills and Hornsby are excluded from the catchment area
as less likely to contribute significantly to potential student numbers at a university
on the Central Coast. This is primarily due to proximity to other universities and
difficulty of access to a Central Coast campus. Were the students of the (revised)
catchment area to participate in higher education at the same rate of the Sydney SD,
the following rates of participation would be seen (Table 3.3).
Table 3.3
ESTIMATE OF EXPECTED POTENTIAL STUDENTS GIVEN SYDNEY SD

PARTICIPATION RATES
LGA
Students in
university
Expected
attendees (based
on Sydney ave)
Expected
additional
students
647
1,102
455
1,919
3,632
1,713
871
1,657
787
2,891
4,343
1,452
930
1,156
226
Wyong
1,155
3,126
1,971
TOTAL
8,413
15,016
6,604
Cessnock
Gosford
Hawkesbury
Lake Macquarie
Pittwater
This analysis estimates additional student numbers at 6,604 for the catchment area.
It does not include those students already attending a university and therefore
represents a gap enrolment figure the difference between current and
anticipated participation rates should catchment area participation rates reflect the
average rate of participation found in the Sydney SD.
Potential students and the mix of full-time and part-time students
In order to gain a more thorough assessment of potential student numbers, it is

necessary to examine the distribution of full-time and part-time students (Table
3.4). This will have implications for later calculations of effective full-time student
load (EFTSL) as well as appropriate forms of course delivery.
20
Table 3.4
ESTIMATE OF EXPECTED POTENTIAL STUDENTS BY FULL- AND PART-TIME SPLIT

LGA
Extra students
Extra part-time
Extra full-time
455
-359
814
1,713
85
1,628
787
35
752
1,452
49
1,403
226
-22
248
Wyong
1,971
-592
2,564
TOTAL
6,604
-804
7,409
Cessnock
Gosford
Hawkesbury
Lake Macquarie
Pittwater
Current and projected supply of mature age students
Table 3.5 demonstrates the current supply of mature age students across the
catchment area and the Sydney SD. Assessing the number of mature age students
has implications for course profile since it is more likely that mature age students
will be seeking to upgrade their skills and qualifications. This will influence the
types of courses and qualifications these students are seeking.
Table 3.5
THE SUPPLY OF MATURE AGE STUDENTS CATCHMENT AREA AND SYDNEY SD

Number of
>25 year
olds
Full-time
university
% in fulltime
university
Part-time
university
% in parttime
university
Cessnock
30,280
83
0.6
163
1.1
Gosford
107,732
499
0.5
1,299
1.2
Hawkesbury
37,204
83
0.2
157
0.4
Lake
Macquarie
124,100
707
0.4
1,359
1.5
Pittwater
37,212
156
0.3
550
0.5
Wyong
93,289
410
0.4
755
0.8
2,744,263
26,900
1.0
44,290
1.6
SYDNEY
SD
Were the catchments mature age students to participate in higher education at the
same rate as the Sydney SD, the following supply of mature age students would be
observed (Table 3.6).
21
Table 3.6
SUPPLY OF MATURE AGE STUDENTS CATCHMENT AREA PARTICIPATION AT

SYDNEY SD RATES
LGA
Additional full-time
students
Additional part-time
students
Cessnock
214
325
Gosford
557
439
Hawkesbury
281
443
Lake Macquarie
509
644
Pittwater
209
51
Wyong
505
751
TOTAL
2,275
2,653
At this point in the analysis, we can bring together consideration of participation by

15-24 year olds (full-time and part-time) and mature age students to gain an
understanding of the total pool of potential students to 2031. This is detailed in
Table 3.7.
Table 3.7
TOTAL POOL OF POTENTIAL STUDENTS TO 2031

Year
Full-time
Part-time
Full-time
15-24
15-24
mature age
Part-time
mature age
2011
8,065
-995
2,273
2,739
2016
8,210
-1,024
2,329
2,809
2021
7,996
-1,006
2,415
2,921
2026
8,130
-1,004
2,471
2,999
2031
8,239
-1,015
2,514
3,013
The predominant trends emerging from this analysis indicate that an ageing
population means that the numbers of potential new school leavers will plateau in
the catchment area. This is coupled with growth in the area dominated by potential
mature-aged students. This provides the following assessment of the potential total
pool, as outlined in Table 3.8.
Table 3.8
POTENTIAL TOTAL POOL OF STUDENTS
Total catchment
area
Full-time
Part-time
TOTAL
9,685
1,849
11,534
22
3.4
Central Coast industry and its demand for skills and qualifications
This section considers the demand for higher education on the Central Coast. It
does this by examining labour force, occupations and industry data in order to gain
an indication of the scale of possible demand for skills and knowledge. Labour
force participation rates indicate the available pool for reskilling or upgrading skills.
Main occupations data indicates the catchment areas current levels of skills and
qualifications while the main industries data provides an indicator of the broad field
of study needed to support those skills and qualifications. Taken together, these data
provide essential information for student and course profile modelling.
Labour force and participation rates
Table 3.9 and Table 3.10 compare labour force and participation rates and the
breakdown by full-time, part-time and unemployed across the catchment area and
the Sydney SD.
Table 3.9
LABOUR FORCE AND PARTICIPATION RATES

LGA
Labour force
Participation rate
Cessnock
19,633
57.1%
Gosford
71,296
60.5%
Hawkesbury
31,033
70.8%
Lake Macquarie
140,741
58.4%
Pittwater
28,025
69.1%
Wyong
58,666
56.5%
2,010,009
65.6%
Sydney SD
Table 3.10
FULL-TIME, PART-TIME AND UNEMPLOYED

LGA
Full-time %
Part-time %
Employed
other %
Unemployed
%
Cessnock
55.7
29.1
6.6
8.6
Gosford
56.3
31.1
6.3
6.2
Hawkesbury
62.9
26.8
6.3
4.1
Lake
Macquarie
56.2
30.8
6.4
6.7
Pittwater
58.8
32.8
5.8
2.7
Wyong
55.0
30.5
6.4
8.2
Sydney SD
63.1
25.7
6.0
5.3
23
The variation between catchment area LGAs can be significant. Labour force
participation rates vary between approximately 70% for Hawkesbury and Pittwater
to approximately 57% in Cessnock and Wyong. While the variation in full-time and
part-time employment is not as distinct across the catchment area, the variation in
unemployment rate is significant, ranging from a low of 2.7% in Pittwater to 8.6%
in Cessnock. Only Hawkesbury and Pittwater have unemployment rates lower than
the Sydney SD.
This data suggests expanding the pool of potential students may be challenging in
the short to medium term given lower than average labour force participation and
consequently lower demand for reskilling and upgrading qualifications at higher
education rather than Certificate levels.
Main occupations in the catchment area
Table 3.11 presents data on the main occupations of labour force participants in the
catchment area.
Table 3.11
MAIN OCCUPATION % OF EMPLOYED PERSONS

Cessnock
Gosford
Hbury
Lake
Macq
Pittwater
Wyong
Sydney
SD
Administration
/ clerical
11
16
16
13
15
14
17
Community /
personal
services
10
10
11
Labourers
15
10
10
10
13
Machinery op
& drivers
13
Managers
12
13
10
18
10
13
Professionals
10
20
15
18
26
13
24
Sales
10
11
11
10
12
10
Technical and
trades
20
15
19
17
14
17
12
Source: The Allen Consulting Group 2011 Note: italics indicates rates lower than the Sydney SD, bold
indicates rates higher than the Sydney SD.
From this data it is evident that the majority of the catchment is well overrepresented in areas such as trades, labourers and machinery operators. There is
some over-representation in service workers while there is under-representation in
professionals, managers and administration occupations most likely to support
part-time higher education enrolments. Pittwater is dissimilar to the remainder of
the catchment area in the distribution of occupations where it is over-represented in
managers and professionals.
24
Main industries in the catchment area
Table 3.12 presents data on the distribution of industries across the catchment area.
Table 3.12
MAIN INDUSTRIES % OF EMPLOYED PERSONS

Cessnock
Gosford
Hbury
Lake
Macq
Pittwater
Wyong
Sydney
SD
Retail
trade
13
13
10
13
11
15
11
Health
care /
social
assist.
11
14
13
10
12
10
Manufact.
14
11
11
11
10
Prof /
scientific
11
Education
and
training
Construct.
12
10
10
Financial /
insurance
Accomm /
food
10
Wholesale
Public
admin.
Source: The Allen Consulting Group 2011 Note: italics indicates rates lower than the Sydney SD, bold
indicates rates higher than the Sydney SD.
This industry analysis demonstrates less obvious patterns of over-representation.

Some coastal LGAs have an over-representation in health which may reflect
advanced ageing and the need for increased health and support services. It is also
clear that different LGAs have different specialisations: manufacturing
predominates in Cessnock, retail trade in Wyong and construction in Hawkesbury.
However, patterns of under-representation are more obvious. With the exception of
Pittwater, all LGAs are under-represented in financial services and
professional/scientific.
This distribution of industries is factored into the presentation of a possible course
profile for a university on the Central Coast at Chapter 4.
25
3.5
Education participation and attainment on the Central Coast
There are additional factors that will shape participation in higher education on the
Central Coast. These relate to predictors of higher education participation in those
students currently attending primary and secondary school. These indicators are
socio-economic status, parental education and Year 9 NAPLAN results. Given the
data currently available for this region, this section focuses on socio-economic
status as indicated by median income, Year 9 NAPLAN results and current higher
education participation by students on the Central Coast.
Median income
The following table indicates median income across the catchment area and
compared to the Sydney SD.
Table 3.13
MEDIAN INCOMES CENTRAL COAST AND SYDNEY SD

LGA
Median individual
income ($ per
week)
Median household
income ($ per
week)
Median family
income ($ per
week)
Cessnock
358
786
1,015
Gosford
438
944
1,147
Hawkesbury
527
1,146
1,290
Lake Macquarie
394
922
1,102
Pittwater
653
1,486
1,767
Wyong
381
770
1,013
Sydney SD
518
1,154
1,350
Higher levels of household income correlate with higher levels of tertiary education
participation. From the data contained in Table 3.13 it is evident that Hawkesbury
and Pittwater have median incomes closest to or above the Sydney SD across the
catchment area. Of the remaining LGAs, Gosford and Lake Macquarie demonstrate
median income levels closer to the Sydney SD. This data suggests that there are
levels of socio-economic disadvantage in the catchment area to the extent that
education participation and attainment may be affected, particularly in terms of
higher education.
Educational advantage
One of the reports produced for the Review of Funding for Schools, Assessment of
Current Process for Targeting of Schools Funding to Disadvantaged Students,
noted that in NSW social disadvantage continued to exert a very strong effect on
school performance (Rorris et al 2011, p 66). Results from the Programme for
International Student Assessment 2009 demonstrate that Australia has difficulty in
ameliorating socio-economic background impacts on the academic performance of
students.
26
The Australian Curriculum, Assessment and Reporting Authority (ACARA) has

developed the Index of Community Socio-Educational Advantage (ICSEA) as a
scale to numerically represent the level of educational advantage or disadvantage of
a schools student population. It is not a measure of the school itself but rather
recognition that there are key factors in students backgrounds that influence their
educational attainment. The Australian ICSEA average is 1000.
Analysis of the ICSEA values of secondary schools in the catchment area, together
with Year 9 NAPLAN results, may provide an indication of likely outcomes at Year
12 and likely participation in higher education. Research into the growth of higher
education enrolments has shown that this phenomenon has not necessarily been
accompanied by greater equity in participation (ACER 2003). For school leavers,
participation in higher education relies heavily on Year 12 attainment; successful
Year 12 attainment is correlated with earlier school success (ACER 2003, p 3).
Furthermore, this research concluded that socio-economic background influences
entry to Year 12 and higher education through its association with school
achievement and as a direct effect on entry. Upon examining tertiary entry scores,
the research concluded that the strongest influence on those scores was Year 9
achievement in literacy and numeracy (ACER 2003, p 4).
Information from the My School website regarding the ICSEA values of secondary
schools in the catchment area indicated that 40% had an ICSEA value in the range
900-999, another 40% in the range 1000-1099 and the remaining 20% of schools
recorded an ICSEA value above 1100. Of those schools in the range 900-999, Year
9 NAPLAN results tended to be substantially below or below the Australian
average. For the range 1000-1099, the Year 9 NAPLAN results ranged from below
to similar to the Australian average. For the 20% of schools that recorded an ICSEA
value above 1100, the Year 9 NAPLAN results were substantially above the
Australian average. When the data were limited to secondary schools on the Central
Coast, the proportion of secondary schools within these ICSEA ranges remained the
same. However, there was a slightly higher incidence of below national average
outcomes in Year 9 NAPLAN results for Central Coast schools in the ICSEA
ranges of 900-999 and 1000-1099 (ACARA My School website).
These data tend to indicate that there will need to be improvement in the Year 9
NAPLAN results (as a measure of broader levels of literacy and numeracy) in order
for increasing numbers of students to complete Year 12 and to have the required
skills and knowledge to successfully undertake higher education programs.
Higher education participation on the Central Coast
As the basis of further analysis of potential demand, current rates of higher

education participation in the region have been analysed to provide a base for later
calculations on likely student take up of higher education and likely rates of
enrolment growth. Data includes undergraduate enrolment by postcode at six
selected universities (DEEWR 2011) and destinations data supplied by Central
Coast secondary schools.
Indicative data on participation in higher education was obtained from a sample of
secondary schools on the Central Coast. All secondary schools in the LGAs of
Gosford and Wyong were invited to provide the following data on 2011 higher
education participation of the 2010 Year 12 cohort:
27
total Year 12 cohort;
number of students enrolled in higher education;
destination by institute; and
destination by broad field of study.
From the responses gained, analysis showed that the ICSEA 1100-1199 group of
schools represented approximately 17% of the 2010 Year 12 cohort and that 78% of
those students are participating in higher education in 2011. The ICSEA 1000-1099
group of schools represented 33% of the 2010 Year 12 cohort with 33%
participating in higher education in 2011. The ICSEA 900-999 group of schools
represented approximately 50% of the 2010 Year 12 cohort and had 27% of those
students going on to university participation. This variation is represented in Figure
3.4 below.
Figure 3.4
RATES OF PARTICIPATION IN HIGHER EDUCATION BY ICSEA GROUP
Overall, data indicate an average higher education participation rate of 38% of 2010
students in the Central Coast. If, however, the two schools with substantially above
average rates of participation were removed, the regions rate of higher education
participation among school leavers would stand at 30%. Recalling the previous
discussion regarding outcomes in Year 9 literacy and numeracy, this data
demonstrates the strong connection between levels of earlier education attainment,
ICSEA levels and participation in higher education.
Analysis of destinations data demonstrates course preferences and strong
preferences in institutions. Figure 3.5 shows course preferences by broad field of
study.
28
Figure 3.5
PREFERRED DESTINATIONS OF CENTRAL COAST SCHOOL LEAVERS BY FIELD OF

STUDY
Within the health and allied health field of education, the majority of enrolments
were in nursing. Other allied health courses include occupational therapy, speech
pathology and clinical psychology. Food science featured within the science field of
study.
Overall, among the Central Coasts school leavers there is a strong preference for
study at the University of Newcastle whether at its main or Ourimbah campus.
Unpublished data from DEEWR for 2010 enrolments at six nearby universities
shows stark student preferences. This chart shows that of 5,839 students living in
the Central Coast, 71% were enrolled at the University of Newcastle (both
commencing and continuing students). This is consistent with indicative schools
data showing some 33% of commencing students select the University of
Newcastle.
29
Figure 3.6
CENTRAL COAST UNDERGRADUATE ENROLMENT AT SIX UNIVERSITIES
Source: DEEWR unpublished data 2011
Data obtained from Central Coast secondary schools confirmed this strong trend
and also provided some finer detail. Study outside the Central Coast was positively
associated with higher school ICSEA values. Preferences are seen in Figure 3.7
other institute refers to interstate or other regional universities in NSW and
accounts for 70 of the 230 students.
Figure 3.7
PREFERRED DESTINATIONS OF CENTRAL COAST SCHOOL LEAVERS BY

INSTITUTION 2011 SCHOOLS DATA
30
According to both the indicative data from secondary schools and the data provided
by DEEWR, the University of Newcastle represents the preferred destination of
students on the Central Coast. Macquarie University and the University of Sydney
are the next two preferred institutions.
3.6
Implications
The regional economic-demographic modelling projected a total pool of potential

students of 11,534 including both full- and part-time students. It is important to
recall certain assumptions on which this figure is based. Firstly, it presumes that
higher education participation rates in the catchment area will increase to levels
seen in the Sydney SD. In most LGAs, this would require a near doubling of current
participation rates; one LGA would need to more than double its participation rate
(see Table 3.3). While both the Commonwealth and State governments have
policies and targets in place to considerably increase higher education participation
(particularly among students from low socio-economic groups), achievement of
these targets would require significant effort at the regional level.
Secondly, examination of the likely split of the student cohort between full-time
and part-time students indicates 9,685 full-time and 1,849 part-time students. In
calculating EFTSL upon which funding rates are calculated, part-time students are
funded pro-rata. Therefore, there is not a one-to-one relationship between total
number of students and funding per EFTSL. This is taken into account in Chapter 4
and calculations of revenue streams.
Analysis of regional industry has demonstrated that the catchment area is overrepresented in health services and that different LGA have different industry bases.
Importantly, with the exception of Pittwater, all LGAs are under-represented in
financial services and professional/scientific areas. Within these industry areas,
there is a pattern of over-representation occupations such as trades, labourers and
machinery operators and service workers. There is under-representation in
professionals, managers and administration, except in Pittwater. This indicates there
is currently less than the Sydney SD average demand for higher education
qualifications in the catchment area. This analysis also supports the argument that
there is a pool of mature age students within the catchment who may be looking to
reskill or upgrade their qualifications.
Strategies for the Central Coast to diversify its industry base and expand demand
for knowledge-intensive industry are in place. However, these strategies are
medium to long-term in delivery and effect and their impact on demand for higher
education qualifications cannot be determined at this stage.
Reviewing the preliminary data on higher education participation, significant
variation occurs across schools in the Central Coast and the larger catchment area.
In Central Coast secondary schools, this ranges from 12% to 78% of the 2010 Year
12 cohort. This indicates that growth in higher education participation rates among
school leavers is most likely to occur in lower socio-economic groups with higher
levels of educational disadvantage. Support for student learning and counselling
would need to be factored into planning for provision of higher education on the
Central Coast. While this would represent a higher cost, Commonwealth funding
policy does include incentives for universities to increase the proportion of students
enrolled from low socio-economic backgrounds.
31
Overall, while there are indicators of potential demand for higher education
provision on the Central Coast:
there is an over-representation of part-time and mature age students;
there is a demographic opportunity provided by shift of younger families into

the catchment area; and
opportunity exists to build demand through increasing school outcomes

generally and Year 12 outcomes in particular, particularly in the context of
Commonwealth and Council of Australian Governments objectives to improve
school retention rates and post-school educational attainment rates. However,
there is a significant lag in measures associated with these objectives taking
effect; students who have fallen behind by Year 9 in NAPLAN outcomes will
require substantial assistance to not only to complete year 12 but to meet higher
education entrance requirements.
In considering the extent of this demand and the appropriate form of higher
education provision, particular issues arise. At current rates of enrolment, one third
of commencing Central Coast students access higher education through the
University of Newcastle, predominantly its main campus. Students with a higher
Australian Tertiary Admissions Rank tend to migrate to an out-of-area university,
such as Macquarie University and the University of Sydney. In developing a course
profile, care would need to be taken not to duplicate course provision while
balancing student course preferences. Destinations data indicated strong demand for
nursing and teaching and these are already provided at the Ourimbah campus of the
University of Newcastle. Demand for business/economics and humanities courses
are very strong and provide a reasonable basis for course profiling.
The regional setting has a strong influence on higher education provision with
regard to demand for skills and qualifications, as well as the potential for research
partnerships and activities. The current industry and occupation profile of the
Central Coast is unlikely to generate sufficient local demand in the short to medium
term. The granting of university status will depend on research partnerships that
will prove difficult in the current environment and into the medium term. Success in
this area will depend on the results of strategies to diversify the industry base of the
Central Coast and shift towards a more knowledge intensive regional economy.
This creates something of a chicken and egg situation a new university will help
to build a more knowledge based regional economy and help to attract and retain
knowledge workers and their families, in turn generating demand for higher
education in the region. However, a strong business case would need to be built that
a new university could become financially viable quickly in a demand based
funding system. While a full business case may be the subject of a further stage of
this project, indicative resource modelling has been undertaken based on the
outcomes of the modelling in this section.
32
Chapter 4
Developing a student and course profile for the

Central Coast
4.1
Introduction
This chapter presents scenarios regarding the likely take up rates by students and
then models the effects of two course profiles on public revenue streams. It is based
on the data and analysis presented in Chapter Two, with particular regard to the
potential pool of students and the regions industry and occupations profile.
In the first section, four rates of take up by students are discussed and indicate
potential enrolment growth over time.
In the second section, two scenarios for course profile are presented and their
impact on public revenue streams modelled. The modelling demonstrates the
variation in public revenue streams that would occur under the four rates of
enrolment growth.
The implications of modelling results are discussed in the last section.
4.2
Gap enrolment and projected take up rates by students
As defined earlier in Chapter Two, forecasts of enrolment are based on the gap that
is estimated to exist between current and future rates of higher education
participation should the catchment area reflect the Sydney SD. It is important to
emphasise that this is not a forecast of actual new numbers at a university; actual
enrolment would vary due to the institutional preferences of students and the course
profile of the institution, among other factors. Figure 4.1 demonstrates this gap
number of potential students broken into three groups to demonstrate variation in
demand:
full-time 15-24 year olds;
full-time mature age; and
part-time mature age.
33
Figure 4.1
FORECASTS OF GAP STUDENT NUMBERS FROM THE CATCHMENT AREA
From this is generated the forecast of potential student numbers into potential
enrolments. The numbers represent all enrolments across all undergraduate years,
including commencing students for each year as well as continuing students.
Figure 4.2
FORECASTS OF POTENTIAL GAP ENROLMENTS ACROSS ALL UNDERGRADUATE

YEARS
34
Four scenarios of enrolment growth have been developed:
Minimal, delayed take up, with constant share this is the most conservative
projection. It sees take up begin in 2016 at 10% share of gap enrolment and that
share remaining constant to 2031;
Minimal take up, with slow increase in share take up commences in 2014 at
10% share of gap enrolment and rises to 27% share by 2031;
Medium take up, with medium increase in share enrolments begin at 20%
share of gap enrolment, increasing to 45% share by 2031; and
Medium+ take up, strong increase in share enrolments begin with 30%
share of gap enrolment and rise to 80% share of gap enrolment by 2031.
Figure 4.3
Translating these shares of gap enrolments into student numbers and taking into
account the likely split between full-time and part-time students, EFTSL projections
can be developed for each take up scenario. This is presented in Figure 4.4.
35
Figure 4.4
EFTSL PROJECTIONS UNDER FOUR RATES OF GAP SHARING
EFTSL projections are the necessary basis for estimating public revenue funding
streams as this reflects the manner in which Commonwealth funding of universities
is calculated.
4.3
Projected public revenue streams
The forecasts presented below bring together the four projections of take up with
two scenarios for course profiles. These course profile assumptions are based on
labour force and employment data used in the regional economic-demographic
modelling conducted for analysis of regional demand for higher education in the
catchment area.
Revenue streams are calculated using current Commonwealth Grant Scheme (CGS)
and Higher Education Contribution Scheme (HECS) rates for undergraduate
courses only. These rates vary according to course funding cluster and are described
in the Higher Education Support Act 2003. While indexation rates as specified in
the Act are built into these forecasts, all other sources of income are excluded.
It is essential to note that these do not represent actual revenue projections but
rather a projection of potential revenue available. Furthermore, it excludes
consideration of capital and infrastructure start-up costs.
36
Scenario A: Business and Humanities only
This scenario reflects key industry bases in the catchment area as well as trends in
student course preferences which favour business and generalist arts courses.
Figure 4.5
SCENARIO A: BUSINESS AND HUMANITIES ONLY
Scenario B: Business, humanities, and health and other services
In this scenario, health and other health services are added to the course profile.
This reflects the current strong demand for health services on the Central Coast.
Figure 4.6
SCENARIO B: BUSINESS, HUMANITIES AND HEALTH AND OTHER SERVICES
37
4.4
What is a critical mass of students?
In considering projected enrolments and public revenue streams, it is necessary to

consider the critical mass of students that would sustain higher education provision
on the Central Coast. As discussed in Chapter One, a baseline figure of 5,000
students has been used in this report while recognising the comments of the Bradley
Review that such a figure was unlikely to be sufficient to support a comprehensive
university in current policy and funding settings.
The smallest regional universities in Australia University of the Sunshine Coast,
Charles Darwin University and the University of Ballarat each have enrolments
under 8,000. A closer comparison of their enrolment and public revenue streams is
provided at Table 4.1.
Table 4.1
THREE REGIONAL UNIVERSITIES AND PUBLIC REVENUE STREAMS (2010)

University
Enrolment
CGS/HECS revenue
University of Ballarat (dual sector)
5,579
$62. 870m
Charles Darwin University
7,178
$59.167m
University of the Sunshine Coast
7,633
$85.436m
Source: DEEWR Higher Education Financial Report 2010
Variation in funding is attributable to the differing course profiles of each of the

universities. Other resources and significant revenue streams are necessary to
support the initial and ongoing costs of sustaining a university. This is further
discussed in Chapter Four in the context of financial viability.
4.5
Implications
Of the four take up rates presented in this chapter, the most likely are considered to
be:
Minimal, delayed take up, with constant share beginning in 2016 at 10%
share of gap enrolment and that share remaining constant to 2031; and
Minimal take up, with slow increase in share take up commences in 2014 at
10% share of gap enrolment and rises to 27% share by 2031.
In the first rate of take up, EFTSL begins and remains at levels below 4,000. In the
second rate of take up, EFTSL moves from below 4,000 in 2011 and slowly rises to
8,000 by 2031.
38
While the three other regional universities have enrolments below 8,000, their
particular circumstances must be considered before drawing comparisons with the
position of the Central Coast. The University of Ballarat was the result of
institutional amalgamations, thereby avoiding the considerable costs of initial
capital and infrastructure investment. It is also a dual sector institution which allows
it to draw on other revenue streams to support its capital and infrastructure costs.
Pathways from vocational education and training to higher education may also
assist in maintaining a supply of higher education enrolments, including
partnerships the University is entering into with regional TAFE institutes to offer
degree programs in regional Victoria that is outside of its immediate catchment
area. Charles Darwin University, the only university in the Northern Territory,
receives considerable support from both the Territory and Commonwealth
governments (DEEWR 2010) and is also a dual sector institution.
The University of the Sunshine Coast (USC) does represent a sound comparator to
the experience of the Central Coast. Necessary to the establishment of the USC was
significant State government support and the certainty of planning load that is,
the knowledge that the Commonwealth government would fund a given number of
places over a specified timeframe. This certainty is not likely to be available to a
new university under the funding arrangements that come into effect in 2012.
The recently released final report of the Higher Education Base Funding Review
reached the conclusion that current funding clusters no longer reflect the costs of
delivery of teaching, scholarship and base research capability in all disciplines. It
nominated accounting, administration, economics and commerce as one of those
clusters that are underfunded and in need of additional funding. The Review also
found that the escalating costs associated with sourcing, supporting and funding
clinical placements and teaching practicums appear to make these activities
increasingly unsustainable (Lomax-Smith et al 2011).
The response of the Commonwealth government to the Base Funding Review will
not be available until 2012. However, it is not expected that the response will
commit to funding for the higher education sector beyond that provided in the
response to the Bradley Review. In the absence of further increases to higher
education funding, significant effort would be required in the planning and
establishment phase to ensure that student take-up rates were as high as possible
and generated sufficient public revenue streams.
39
Chapter 5
5.1
Introduction
This chapter examines other feasibility benchmarks that concern the provision of
higher education on the Central Coast:
understanding what is the university, the negotiating body required to support

establishment and the establishment phase and the relationship with State and
Commonwealth governments;
the implications of the regulatory framework to come into effect from 2012;
campus location, infrastructure and course profile;
consideration of financial viability; and
the likely responses of catchment area universities.
5.2
What is required to launch a new university?
A sense of the scope and purpose of the new university is essential to the initial
process of gaining support from the public and key stakeholders. The role of the
institution within the Central Coast will need to be clearly identified and articulated.
An essential component of this task is reflecting its regional context and pursuing
the establishment of relationships across the region.
A body will need to be established with the capacity and authority to develop,
negotiate and shepherd the proposed university through the accreditation process.
Under current arrangements provided for in the NSW Higher Education Act 2001,
accreditation as an Australian higher education institute may be sought by:
a company (including a foreign company) that is registered under the

Corporations Act 2001 of the Commonwealth; or
any other body corporate constituted in Australia; or
an unincorporated body of persons associated together in Australia; or
any other institution established in Australia.
Though not yet clarified by TEQSA, it is assumed in this report that these
conditions will be maintained under the new regulatory regime.
In considering membership of such a body, representation will need to cover key
stakeholders such as education providers, business leaders and relevant government
departments. Members of the body would need to demonstrate a clear commitment
to a process that may take two three years and involve extensive consultation,
planning and assessment.
40
A significant role of the body would be to develop and maintain a comprehensive

relationship with the State and Commonwealth governments. Such a relationship
would need to encompass planning, education, business and industry and, most
importantly, the office of Premier and Cabinet and Ministerial offices. A proposal
for a new university will struggle without a whole of government commitment to
the process and the intended outcome.
5.3
Regulatory requirements and standards
Draft provider and qualifications standards have been provided by DEEWR,

together with a period of public consultation (now closed). The following analysis
is based on the draft versions released in 2011.
In the new regulatory environment TEQSA will have the authority to register,
evaluate and quality assure the performance of higher education providers against
the Higher Education Standards Framework. It will be necessary for higher
education providers to meet or exceed the standards contained within the
Framework.
The provider standards are concerned with:
provider standing: the higher education provider is reputable and accountable

for the higher education it offers;
financial viability and safeguards: the provider has the financial resources and
management capacity to sustain provision consistent with the Provider
Registration Standards;
corporate and academic governance: the provider shows sound corporate and
academic governance of its higher education operations;
primary of academic quality and integrity: the provider maintains academic

quality and integrity in all its higher education operations;
management and human resources: the providers higher education operations

are well-managed and human resources are appropriate;
responsibilities to students: the provider defines and meets its responsibilities to

students, including the provision of information, support and equitable
treatment; and
physical and electronic resources and infrastructure: the provider ensures there
are well-maintained physical and electronic resources and infrastructure
sufficient to enable the achievement of its higher education objectives.
The provider standards also define the categories of providers Australian

university, Australian university college, Australian university of specialisation,
higher education provider, overseas university and overseas university of
specialisation (TEQSA 2011a).
The qualification standards are defined by the Australian Qualifications Framework
(AQF) which establishes the standards for all education and training qualifications
across senior secondary, vocational education and training and higher education.
The primary objectives of the qualification standards for higher education are to
ensure that:
41
the higher education awards delivered meet the appropriate criteria in the AQF;
that certification documentation issued is accurate and protected against

fraudulent use; and
that articulation and recognition of prior learning and credit arrangements

appropriately balance the opportunity for students to gain credit with the
integrity of the learning outcomes or discipline requirements of the award.
The draft qualifications standards paper advises that from 30 January 2012 when
TEQSA assumes its regulatory functions all registered higher education
providers will be listed on the National Register of Higher Education Providers.
This Register will contain accurate, current and verifiable information about the
provider and the awards they offer (TEQSA 2011b: 1).
The key point about these standards is that it is highly likely they will be required to
be met in a far shorter time period than under previous arrangements as no regulator
can maintain the registration of a provider if it knows that standards are not being
met.
5.4
Campus location and infrastructure
In selecting an appropriate location for higher education provision on the Central

Coast consideration will need to be given to a number of factors:
physical size a campus site will need to be large enough to accommodate

growth in student and staff numbers;
teaching, research and training facilities these will be determined by the

course profile adopted by the higher education provider;
student services learning support, library, counselling, IT, sport and

recreation facilities, cafeteria;
administration services office space for administration of the higher

education provider;
accessibility the ease with which students, staff and the community can
access the campus and its facilities; and
student accommodation whether on or off campus, access to student

accommodation will be necessary.
The campus facilities required for business and humanities courses focus on group
learning spaces, library, IT support, offices for academic and general staff and
associated services such as food outlets, sport and recreation services and student
support and counselling. The addition of health and other services to the course and
research profile will make provision of learning spaces more complex. Practice
learning centres will need to be considered for courses in nursing, aged care and
allied health services. Access to teaching practicums and clinical placements would
also need to be negotiated and paid for.
42
Transport accessibility is an important consideration in a region marked by an overrepresentation of part-time and mature age students. Regular transport across a
variety of modes will make a campus more attractive to this cohort. Where multiple
transport options are available to potential students, it is not uncommon to find
more than one university campus in operation.
5.5
Financial viability
It is not within the scope of this report to deliver an assessment of the financial
viability of higher education provision on the Central Coast. It is possible to
describe the scope of costs likely to be involved through reference to similar
providers such as the USC.
The USC has a course and research profile approximate to the business, humanities
and health and other services profile proposed in this report. As reported in Table
4.1, the USC received in 2010 public revenue streams of $85.436 million. In total,
its revenue from continuing operations in that year was $121.046 million (DEEWR
2011).
The total expenses from continuing operations for the USC in 2010 were $104.759
million. The major categories of expenses were employee benefits, depreciation and
amortisation, repairs and maintenance, finance costs, impairment of assets and other
expenses (including scholarship, advertising and marketing and non-capitalised
equipment).
The USC receives over $35 million in other revenue streams in addition to CGS and
HECS funding, representing one third of its total revenue. Given the demand based
funding environment in which higher education providers will operate from 2012,
this indicates the need for strong additional revenues to be available as quickly as
possible to new providers.
5.6
Responses to a new university
The accreditation process for a new university involves a formal mentoring

relationship with an established and nearby institution. The role of the mentor
institution is to provide advice and guidance in the first five years of provisional
operation as a new university. The success of such a relationship would depend on
the extent of common purpose (perhaps expertise in fields of education) without
competing interests in developing higher education provision in the region.
The responses of catchment area universities to a proposal for higher education
provision on the Central Coast are likely to vary according to the degree to which
they draw their own enrolment from the Central Coast. As the data at Figure 3.5
indicates, current enrolment patterns show significant support for the University of
Newcastle.
Within a demand based funding system all universities will be engaged in stronger
efforts to retain and increase their share of enrolments. While the Central Coast is
experiencing some unmet demand for higher education and this demand will grow
over time, established universities both in and outside of the catchment area can be
expected to compete for this enrolment gap, and to either not support or strongly
oppose a new university, in particular if its establishment draws resources away
from existing institutions.
43
5.7
Implications
This review of feasibility benchmarks is not comprehensive but does indicate the
scale of the challenge in establishing a new university in a transformed funding and
accreditation environment. A compelling idea of a university and what it means for
the region will need to be developed in order to garner the support of key
stakeholders within the Central Coast and at State level. This idea will have to
encompass current needs and aspirations for higher education in anticipation of
meeting State and Commonwealth Government targets for higher education
participation. As it does this it will also need to be grounded in the most realistic
assessments of the capacity of the regions industry and occupations base to support
a developing university.
Should a body be formed to pursue new higher education provision on the Central
Coast, it will have to be prepared for additional rigorous assessment and analysis of
the required capital investment, the ongoing costs of campus infrastructure, analysis
of staff and student profile and the recurring income needed to develop and sustain
the university in its first decade. The scale of this task will be compounded by the
uncertainty arising from an accreditation process not yet defined by TEQSA.
44
Chapter 6

6.1
The business case for a new university
The evidence presented in this report indicates that there is not sufficient evidence
for the Committee to invest additional resources in a full business case for a new
university on the Central Coast. Key indicators are:
the level of the enrolment gap on the Central Coast currently together with
conservative expectations of enrolment increase in the short to medium term;
the current industry and occupational profile now and into the medium term and
its effect on demand for higher education qualifications;
revenue in the short to medium term is likely to be well short of the costs of
establishing and maintaining a new university;
meeting the accreditation requirements for a new university will be difficult and
expensive, in particular meeting requirements for research and building a
postgraduate course and student profile;
there is a very strong preference by Central Coast eligible students for study at
other universities, in particular the University of Newcastle. While it is open to
the Committee to undertake a full business case, such an assessment is highly
likely to show a significant gap between resource requirements and revenue
without significant external investment by a third party.
However, there is a strong case for extension of higher education provision on the
Central Coast to at least bring participation levels into line with the Sydney SD.
There are other factors which encourage the pursuit of expanded higher education
provision:
there is potential for strong increase in higher education enrolment if State and
Commonwealth attainment targets are vigorously pursued;
changes to the Central Coasts industry and occupation profile over time to
reflect Sydney SD will have demand effects for higher education; and
improved transport and accessibility to the Central Coast may support more
than one location for higher education provision.
6.2
The case for a university campus in Gosford
While a business case for a new university cannot be supported, the case for a
university campus located in the Gosford CBD should be further explored.
The benefits of such an approach lie in a number of factors:
its lower requirements for capital investment at the establishment phase;
it does not require a separate process of accreditation or regulatory approval;
45
a campus course profile can be carefully matched to catchment area

requirements without the constraints of comprehensive course provision
required for university status; and
a university campus may prove a more appropriate scale for engagement with
catchment area industries and occupations.
Although the enrolment gap identified in this report does not support a business
case for a full university, there is potential demand for a viable campus based in the
Gosford CBD.
Clearly a major factor in the assessment of the case for a university campus in
Gosford is the level of interest of existing universities, in particular the University
of Newcastle and its future strategic intentions in terms of campus development and
geographic focus. Other universities are also seeking to grow and diversify. The
Gosford CBD which continues to develop as a major business, administrative and
transport hub with over 10,000 people working in the CBD each day is likely to be
seen as a potential source of growth. The population of the Central Coast is
currently over 300,000 and projected to grow to over 350,000 by 2026. Other
regions of this size already have more than one university campus. The impending
roll out of the National Broadband Network in Gosford is another major driver of
potential interest in a campus in Gosford.
An appropriate focus for a campus in this location would be one which was highly
focussed on professional and technical occupations, related to the CBD and to
Gosford as a commuter and transport hub and to older and part-time students in the
workforce. It would also be differentiated from the Ourimbah campus of the
University of Newcastle.
However further detailed assessment of potential demand and provision is required,
drawing on the initial analysis undertaken for this Report. This assessment could
then serve as the basis of discussions between the Committee and potential
university partners, in particular The University of Newcastle.
46
Appendix A
The experience of recent greenfield universities

A.1
Overview
This section summarises the establishment experience of the University of the

Sunshine Coast and Murdoch University as the two most recent greenfield
universities in Australia; that is universities that were not formed from mergers or
amalgamations and re-designation of the former Colleges of Advanced Education
and Institutes of Technology that followed the Dawkins reforms of the 1980s and
early 1990s. The type and extent of support received from the State government of
the day is reviewed, as is the scope and purpose of each university and their
development in the first ten years of operation.
A.2
Murdoch University
Murdoch University, established in 1975, is the second most recent greenfield

university in Australia. Similarly to the USC, it was established to respond to
growing demand for higher education and with particular reference to the needs of
its anticipated student cohort and local demand for skills and qualifications.
The University was established in response to the State governments 1966 Review
of Tertiary Education which found a strong case for a second university. A site for
the new university was earmarked by the State government in late 1967, at a size of
565 hectares at Melville, east of Fremantle. Even at this early stage, critical
decisions had been made about the model and purpose of the new university.
There seemed to be four possible choices for Western Australias second university:
a rural university based in Bunbury or Albany;
an independent metropolitan university;
a second campus of the University of Western Australia; or
the expansion of the Western Australian Institute of Technology.
There were several factors that led to the decision for an independent metropolitan
university. Firstly, it was acknowledge that the population of Western Australia was
heavily urbanised and that demand for a university was greatest in Perth. Secondly,
the University of Western Australia was experiencing unprecedented growth in
student numbers and would become overcrowded by 1975. This suggested
sufficient student demand for an independent university rather than a university
college. Thirdly, there was strong demand for a school of veterinary science in
Western Australia. There was no such school at the University of Western Australia
which did not then have the financial capacity to build one. This came to be the
deciding factor in establishing Murdoch as an independent metropolitan university
when the Australian Universities Commission announced that the fourth school of
veterinary science would be located in Perth (Bolton 1985).
47
Commonwealth government support for the new university had been garnered by
early 1970 and in July of that year a 12-person Planning Board was established to
plan the first phase of development. Considerable planning support was provided by
the University of Western Australia and the State government which provided
$200,000 for that purpose. Much of the planning for Murdoch University took place
between 1970 and 1973 with the Act of State Parliament establishing the university
proclaimed in 1972.
Murdoch University achieved university status through state legislation; that is, the
process of establishment was also the de facto process for accreditation. However, it
is clear that the process was both comprehensive and thorough in terms of the
planning process outlined below.
In his history of the first ten years of Murdoch University, Geoffrey Bolton noted
the major planning elements that had to be addressed by the Board:
creation of the academic plan;
liaison with federal and state governments, and the University of Western
Australia;
appointment of foundation staff;
planning for accommodation, equipment and expenditure; and
estimates of student numbers.
It was the last that proved most difficult to establish with clarity. It was expected
that Murdoch would grow in student numbers so quickly that it would reach 10,000
students by the end of its first decade. The recession of the early 1970s necessitated
a revision of student numbers and the Australian Universities Commission (AUC)
urged the postponement of the opening of Murdoch University until 1975 to ensure
sufficient student numbers (Bolton 1985: 10-12).
To support its activities, the Planning Board received $1.161 million for the 197072 triennium, in addition to the $200,000 in planning support provided to the
University of Western Australia. Its request for the 1973-75 triennium was $4.512
million for recurrent expenses and $15.907 million for capital, equipment and
building. The AUC rejected this amount and eventually allocated $8.641 million
with an additional $700,000 for equipment (Bolton 1985: 13).
An important theme running through the planning for Murdoch University was the
insistence that it should be a modern university, offering innovative approaches to
teaching and student involvement in university governance. The Planning Board
sought to encourage interdisciplinary studies, some type of special provision for
first year students and agreed to offer external and part-time study option in excess
of that provided by the University of Western Australia. Bolton argues that
Murdoch Universitys decision to grant external study eligibility to all
[brought] tertiary education within the reach of housewives, people holding full-time jobs and
others whose circumstances made it difficult for them to attend regularly on campus. This was
innovative thinking at its best, and in the early years of struggle the external students
represented for several of Murdochs programmes the essential margin, which made for
viability.
Bolton 1985: 16
48
In 1975, Murdoch University opened its doors to 714 foundation students. Student
enrolment growth was slower than the first optimistic predictions. The rate of
growth is represented in Figure 6.1, showing enrolment figures from 1975-1984.
Figure 6.1
MURCHOCH UNIVERSITY ENROLMENT GROWTH 1975-1984
Source: Murdoch University Records Management and Archives 2010
The University did not reach enrolments in excess of 10,000 until 1996, eleven
years past original estimates. In 2011, Murdoch University has a student enrolment
of over 18,000 students, including 2,000 international students, and approximately
1,400 staff members. It has expanded from six schools of study to fourteen.
It is also relevant to note that there have been 2 major, though ultimately
unsuccessful, proposals for Murdoch University to merge. In 1989 the University of
Western Australia and Murdoch University Senates agreed to merge with the
support of the State government but enabling legislation was defeated in the State
Upper House. In 2007 merger discussions with Curtin University were held but
both institutions opted not to proceed with a merger.
A.3
University of the Sunshine Coast
The University of the Sunshine Coast, established in 1999 after three years as the
Sunshine Coast University College, is Australias most recent publicly funded new
university. The University of the Sunshine Coast did not involve any existing
institutions or established facilities. It was a greenfield development that required
land, considerable planning for campus and facilities, strategic planning for the
development and organisation of the university and significant insight into the
immediate and long term needs of the region.
49
The University of the Sunshine Coast commenced classes in 1996 as the Sunshine
Coast University College, enacted by The Sunshine Coast University College Act
1994. The University College was assessed under the National Higher Education
Protocols by an accreditation panel under the auspices the Office of Higher
Education in Queensland. A Review of the Office by the Australian Universities
Quality Agency in 2002 made the following assessment of this process:
The Audit Panel was struck by the slimness of the report of the review (on a whole institution)
in comparison with reports of some of the accreditation panels for non-self accrediting
institutions (NSAIs) on individual courses only. However, this institution already had the
powers, functions and obligations in legislation applying to other universities; it had had a
period of mentoring from an established institution; it had a governance structure, financial
accountabilities, public funding and the status of a statutory body: much of this material, which
might be the subject of a review in an institution which was established as a teaching-only
college, or which was a new private institution, had already been tested at an earlier stage.
More generally, there is a total context that contributes to the security of a university-related
decision that is absent from a decision about a NSAI. For a university, this context includes
cabinet and parliamentary approval, establishment in legislation, and ministerial and/or
government nominees on the Council. Also, there is often a publicly appointed steering
committee an/or identification of another university as mentor. Significant public funding is
also usually available. With accreditation of a NSAI, on the other hand, the consequences of
the decision are less easily influenced subsequently. The Audit Panel was confident that in
context the recommendation made about the Sunshine Coast University College, by a very
senior and highly respected group of reviewers, was secure.
Australian Universities Quality Agency 2002: 13
Commonwealth government approval for the University College had been given in
1989 and in 1992 it provided $9.5 million towards its establishment. Support from
the State government began with the provision of land at Sippy Downs, worth $1.95
million. Between 1994 and 1998, the State government supported the development
of the University of the Sunshine Coast with a total of $14.95 million in funding for
land, site services and capital works.
The Sippy Downs site was chosen primarily for its central location within the
Sunshine Coast and its proximity to the Bruce Highway and other major transport
routes. Construction commenced on the site in late 1994 with Stage 1 works
complete before the University Colleges first day of classes on 26 February 1996.
In November 1998, the State Parliament passed The University of the Sunshine
Coast Act 1998, establishing the institution as an independent university some years
ahead of schedule. Enrolments in the first ten years of operation two as a
university college, the remainder as an independent university have been steady.
Figure 6.2 shows the growth in enrolments from 1996-2005.
50
Figure 6.2
UNIVERSITY OF THE SUNSHINE COAST ENROLMENT GROWTH, 1996-2005
Source: University of the Sunshine Coast 2011
In 2003, the Commonwealth government supported an additional 1,080 student

places over four years. In 2011, the University of the Sunshine Coast has 7,766
students of whom 805 are overseas students and expects to reach 15,000 students by
2021. Forty nine per cent of students studying a bachelor or associate degree are the
first in their family to attend a university (USC 2011).
A.4
Common themes in developing greenfield universities
Although their establishment is separated by some twenty years, both Murdoch

University and the University of the Sunshine Coast share remarkable similarities in
their planning and establishment processes.
The most significant of these is the involvement of the state government in funding
and planning. This activity was sustained for at least a decade and required the
commitment of both public funds and the time and expertise of state public
servants. Commonwealth support was necessary to provide a connection between
national higher education policy and the priorities of the state government. In both
instances, the Commonwealth government supported the universities through direct
financial support and through the funding of student load.
51
The necessity of responding to the needs of each universitys region is apparent

from the initial conception of a new university. For Murdoch University, this meant
responding to unmet need in developing its course profile (the development of a
veterinary school) and ensuring that the mode of course delivery supported the
broadest possible participation in higher education. In the case of the University of
the Sunshine Coast, significant attention was paid to the features of its student
cohort largely first in family attendees at university and decisions were made
to provide high levels of student learning support. Given the nature of the Sunshine
Coast as a fast growing regional area, the University also made a strong
commitment to regionally focused research.
52
A FEASIBILITY ASSESSMENT FOR A UNIVERSITY ON THE CENTRAL COAST
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AECOM Australia 2010, Gosford City Centre Transport Management and

Accessibility Plan, prepared for Transport NSW, December 2010, Sydney.
Australian Council for Educational Research 2003, Entering higher education in
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Australian Curriculum, Assessment and Reporting Authority 2011, My School
website, 2010 Year 9 NAPLAN results, http://www.myschool.edu.au/, accessed
November-December 2011.
Australian Universities Quality Agency 2002, Report of an Audit of the
Accreditation Function of the Queensland Office of Higher Education, January
2002, Canberra.
Australian Universities Quality Agency 2006, Report of an Audit of the University
of the Sunshine Coast, October 2006, Canberra.
Bolton G, 1985, It Had Better be a Good One: The First Ten Years of Murdoch
University, Murdoch University, Perth.
Bradley D, Noonan P, Nugent H & Scales B 2008, Review of Australian Higher
Education: Final Report, Department of Education, Employment and Workplace
Relations, Canberra.
Commonwealth of Australia 2003, Higher Education Support Act 2003, Canberra.
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Agency Act 2011, Canberra.
DEEWR 2011, Finance 2010: Financial Reports of Higher Education Providers,
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Department of Education, Employment and Workplace Relations (DEEWR) 2009,
Transforming Australias Higher Education System, Canberra.
Gosford Challenge Team 2010, Our City, Our Challenge: Gosford City Centre
Masterplan, Gosford City Council, Gosford.
Lomax-Smith J, Watson L, Webster B 2011, Higher Education Base Funding
Review: Final Report, prepared for DEEWR, October 2011, Canberra.
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A FEASIBILITY ASSESSMENT FOR A UNIVERSITY ON THE CENTRAL COAST
Organisation for Economic Cooperation and Development 2010, PISA 2009

Results: What Students Know and Can Do Student Performance in Reading,
Mathematics and Science, Volume I, Paris.
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54

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A feasibility study for a university on the

Allen Consulting Group Pty Ltd

Suggested citation for this report:

The Allen Consulting Group

Introduction and background

Establishing a new university in Australia

2.3 Changes to the funding framework for Australian universities

Analysis of regional supply and demand for higher education

Developing a student and course profile for the Central Coast

4.3 Projected public revenue streams

4.4 What is a critical mass of students?

The experience of recent greenfield universities

The Allen Consulting Group

A FEASIBILITY STUDY FOR A UNIVERSITY ON THE CENTRAL COAST

The Allen Consulting Group, commissioned by the Central Coast Regional

changes to the higher education funding, authorisation and regulation

regional supply and demand for higher education;

The Allen Consulting Group

A FEASIBILITY STUDY FOR A UNIVERSITY ON THE CENTRAL COAST

business and humanities only; and

business, humanities and health and other services.

The Allen Consulting Group

the procedural and regulatory requirements for the establishment of a new

campus location, infrastructure and course profile;

consideration of financial viability; and

the likely responses of catchment area universities.

A FEASIBILITY STUDY FOR A UNIVERSITY ON THE CENTRAL COAST

The scale of the challenge in establishing a new university in a transformed funding

there is a very strong preference by eligible Central Coast students to study at

The Allen Consulting Group

A FEASIBILITY STUDY FOR A UNIVERSITY ON THE CENTRAL COAST

The Allen Consulting Group

A FEASIBILITY STUDY FOR A UNIVERSITY ON THE CENTRAL COAST

Introduction and background

The Education Committee of the Central Coast Regional Development Corporation

What are the implications of the changes in quality assurance arrangements

What are the advantages and disadvantages of seeking accreditation as either

Whose legislative support for a new university would be required?

Who might own such a University?

What potential is there to attract domestic and international students from

What opportunities exist for partnerships and collaboration with TAFE?

A FEASIBILITY STUDY FOR A UNIVERSITY ON THE CENTRAL COAST

The Allen Consulting Group

A FEASIBILITY STUDY FOR A UNIVERSITY ON THE CENTRAL COAST

Chapter Six contains a preliminary assessment of the feasibility of a university

Membership of the Education Committee

The Committee membership comprises of community leaders, specialist advisors

Ken A Jolly AM, Chair;

Jan McClelland, Deputy Chair;

Dr Gregor Ramsey AM;

Emeritus Professor Denise Bradley AC;

John Tilston, Advisor, Economic Development, Gosford City Council; and

Leoni Baldwin, Regional Coordinator Central Coast, Department of Premier

Helen Polkinghorne, Senior Development Manager, Central Coast Regional

The Allen Consulting Group

A FEASIBILITY STUDY FOR A UNIVERSITY ON THE CENTRAL COAST

Establishing a new university in Australia

assess the implications of these changes for the development of a university on

A full discussion of two of the most recent examples of greenfield universities,