Factors Driving Online Higher Education
By: Melissa Fleischmann
As Americans continue to try to find creative ways to live within the lean economy, higher education institutions are faced with the central challenge of keeping opportunities affordable, attainable, and accessible to the masses. Although fuel costs of more than $4.00 a gallon have drawn much of the widespread media attention, a multitude of other factors, including financial aid, competitive admissions processes, strategic enrollment, budget constraints on programs, and job availability, have driven college students to reconsider their approach, ability, and desire to pursue higher education.
Traditionally, distance learning has been seen as a delivery modality used to satisfy student needs for convenience and accessibility. Over the last decade, the online market has seen constant but incremental enrollment growth, varying from 10 to 25 percent annually. In the face of current challenges, however, some are lauding distance learning in higher education as a "magic bullet," [1] evidenced by astronomical enrollment growth nearing 80 percent in some areas, particularly in community colleges [2]. Recent Degree.com surveys indicate that skyrocketing costs are now the primary factor for considering online opportunities, illustrating a distinct shift away from simple convenience as the driving force [3]. Whether such a finding reflects a heuristic value of mid-2008 only remains to be seen. If the concern over gas prices remains a long term motivator for distance learning, then we should be able to track changes in online enrollments relative to gas prices. In addition, we would expect to see on-campus enrollments decline somewhat due to displacement.
Many institutions are also seeing transitions, even among traditional student populations, to online course attendance. Consortiums like Sloan-C expect the future to hold "a blended classroom - half online, half in class," according to director John Bourne [4]. Politicians have chimed in, with Presidential candidate John McCain (R) recently stating in a NAACP address his support for the push to online education through proposed funding of $500 million to build "new virtual schools and to support the development of online courses," along with $250 million "to support state programs expanding online education opportunities," [5].
While Americans feel the pinch in their wallets, educational institutions must respond if they are to continue to grow and take advantage of the exploding demand for distance learning. Truly, the online environment's growth has been amplified by the current state of the domestic marketplace [6]. Leaders in institutions of varying size have begun to examine their position and strategic plans to serve this segment of current and prospective students.
For more than 20 years, Hezel Associates has been a resource to administrators and policymakers faced with these types of critical challenges. Our long history and experience has shown us that there are several areas of consideration for any institution that has a desire or need to respond in the face of times like these. As you look to the future, a few tips can guide your process:
- Know thyself. You must undertake a clear analysis of the internal context of your organization before you can efficiently consider the outside forces impacting your direction. Know your strengths and your weaknesses. Understand your resources, your mission, and how areas like distance learning will be a component of the "big picture."
- Get a realistic view of the outside world. Simply surveying your competition isn't enough. Take the time and effort to get a credible review of the market and be sensitive to the constantly changing forces that exist. Good information is the key to good decision making and can help you quantify your opportunities and threats. Spend the time and effort to benchmark your activities with other leaders, thereby enabling you to understand where you stand in the broader context of the market [7].
- Keep it objective. Certainly, most higher education institutions are full of talent and very prideful of their internal abilities. Be wary, however, of seeing the world through rose-colored glasses. Having a qualified external consultant assist your review and analysis can provide critical perspective. The funds you commit to this outside view can yield a return on investment that is far beyond the initial financial commitment.
- Keep an open mind. Reaching today's students is not the same as yesteryear, and out-of-the-ordinary ideas can be successful.
- Strategically chart your course, adhere to your plan, and continually evaluate your progress. A formal plan only works if it's implemented and managed by good people. Without full organizational support, moving forward in the face of adversity can seem like a small army trying to fight a full scale war. Plans should be clear, objective, reasonable, and measurable, with impact across the institution of full consideration
With all of this in mind, put some thought into where you really want to be -in one year, five years, ten years, and beyond. Who will your students be? What will they want to learn, and how will you teach them? The answers will continue to be uncertain, influenced by uncontrollable factors and fueled by a volatile economy.
[1] "Rising Fuel Prices Prompt Students to Call for Greater Adoption of Lecture Capture." CNN Money. June 25, 2008.
[2] Dillon, Sam. "High Cost of Driving Ignites Online Classes Boom." July 11, 2008.
[3] "Online Degree Programs and Distance Learning Increasing with the Price of Gas." BusinessWire. June 19, 2008.
[4] Kelsey, Nancy. "High gas prices fuel boom in online classes." Associated Press. July 9, 2008.
[5] Aigner-Treworgy, Adam. "McCain Addresses NAACP." MSNBC. July 16, 2008.
[6] Schroeder, Ray. "Students Fill Up Online Classes, Not Tanks." Online Learning Update. June 12, 2008.
[7] www.iqat.org
