Consolidating Higher Education: The Community Solution Model

This episode of the Changing Higher Ed® podcast features Dr. Michael Horowitz, Chancellor of The Community Solution Education System (formerly TCS Education System), who discusses using innovative models for higher education consolidation as an additional category in or alternative to traditional mergers or acquisitions. Horowitz highlights the system's unique approach, a collaborative model prioritizing resource optimization and expertise sharing among member institutions while maintaining individual identities.

The conversation addresses challenges facing higher education, including increasing closure rates and the importance of proactive strategies like mergers, acquisitions, and consolidations. Both McNaughton and Horowitz emphasize the necessity of early planning and shared vision, particularly involving faculty, for successful integration.

They also touch on broader trends and challenges in higher education, such as increasing closures and the challenges boards face in adapting to the uniqueness of the business of higher education.

They conclude with practical advice for institutions considering consolidation, focusing on partnership development, early financial assessment, and resource amplification to strengthen academic missions.

 

Key Discussion Points

 

The Community Solution Model: A Collaborative System

• Alternative to Traditional M&A: The Community Solution operates as a "system" where institutions collaborate rather than compete. This approach aims to optimize resources, share expertise, and improve student success.

Quote: "The consolidation that operates as a system in which its institutions collaborate instead of competing, gain resources, share expertise, and optimize expenditures in the process." – Michael Horowitz

• System Integration: The system model integrates non-student facing operations like finance, technology, and marketing. This allows individual institutions to focus on academic endeavors.

Quote: "All of that can be scaled. To better quality, for the same dollar... The uniqueness has to drive through the academics."– Michael Horowitz

• Maintaining Institutional Identity: Each college within the system retains its own accreditation, president, board, leadership, assets, and liabilities. The system consolidates operations, not the institutions themselves.

Quote: "…each of our colleges keeps its own accreditation, president, board, leadership, their own assets and liabilities." – Michael Horowitz

Trends in Higher Education and the Need for Consolidation

• Increasing Closures: The concerning trend of college closures, which have a significant negative impact on students and communities. Clayton Christensen's prediction of closures is revisited and said to be possibly understated.

Quote: " The closure rate is accelerating. Last year there were 80 closures total, including 16 nonprofits." – Drumm McNaughton

• Mature and Declining Market: The higher education market is described as mature with overcapacity and declining student populations. The need for a new strategy to remain viable is clear.
• Boards Waiting Too Long: Many college boards are hesitant to act proactively and address financial or enrollment trends until it is too late. Relying on 'hope' is not an effective strategy.
• AI Prediction: AI models could accurately predict most college closures based on historical data, showing that many of these closures are foreseeable.

The Benefits of a System Approach

• Resource Amplification: Consolidation of back-end services leads to cost savings that can be reinvested into academic programs. The system aims to "amplify" resources, not just save money.
• Scalability and Efficiency: Shared resources and centralized functions create economies of scale and improve overall efficiency.
• Shared Talent and Ideas: The system fosters collaboration and the sharing of best practices among institutions and staff, resulting in shared knowledge.

Quote: "...we're amplifying our brain power by coming together." –  Michael Horowitz

• Enhanced Faculty and Student Resources: The system provides faculty with resources like teaching and learning support and global engagement programs.

Implementation and Integration Challenges

• Regulatory Process: Post-merger integration involves navigating a complex regulatory process that requires meticulous planning and execution and can take an extended amount of time.
• Project Management: Successful integration requires strong project management skills to coordinate the various tasks and stages.

“The most valuable person that you have on your post-merger integration team is your project manager." – Dr. Drumm McNaughton.

• Faculty Buy-In: Obtaining faculty support and ensuring clear communication are crucial for a successful transition.
• Timeline: The process from initial discussion to full integration can be lengthy and can take up to three years.

Consolidation Governance Structure

• Dual Board Structure: Each college retains its own board, which is deeply involved with the day-to-day operations, while a system board oversees the overall system mission, risk, and financial health.
• System Board Role: The system board provides guidance and support but does not interfere with the day-to-day operations of the colleges. This board looks at how the system works together.
• Shared Governance: Overlap between the two board structures allows for a shared understanding of institutional goals and needs.

Future Plans at The Community Solution (TCS)

• New Facility in Chicago: The Community Solution is consolidating its system office and Chicago school into a new facility to increase collaboration and efficiency. This includes plans for a second medical school.
• Canadian Recruitment: The system is planning to establish a presence in Vancouver, Canada, to recruit more international students without needing to create duplicative offices.
• Global Perspective: The system sees the importance of global education and perspective in higher ed.

Three Takeaways for Institution Presidents and Boards Considering Consolidation

1. Seek Partnerships: Proactively explore potential collaborations with other colleges, universities, or community entities.
2. Act Early & Study Financials: Have these conversations early, don't wait until urgency arises, and be very aware of financial and enrollment trends.
3. Amplify Resources: Focus on amplifying resources through collaboration to strengthen both the academic mission and community impact.

Wrapping Up

This podcast provides valuable insights into an alternative model for higher education consolidation that prioritizes collaboration, resource optimization, and the preservation of institutional identity. The Community Solution's approach serves as an example for other institutions facing challenges in a changing higher education landscape. The conversation highlights the necessity of proactive decision-making and strategic planning.

Read the transcript on our website at https://changinghighered.com/new-models-for-consolidation-in-higher-education/

#HigherEducation #HigherEducationConsolidation #HigherEducationPodcast

  About Our Podcast Guest

Michael Horowitz, Ph.D., is the founder and president of The Community Solution Education System, an integrated, nonprofit system of six colleges and universities that work collaboratively to increase student success and enhance community impact. Prior to founding The Community Solution, he served as president of The Chicago School for nearly a decade. Dr. Horowitz has more than 30 years of experience in higher education roles that include faculty member, program director, and dean. He holds a Ph.D. in Clinical Psychology from Northwestern University and a B.A. in Psychology from Columbia University.

Connect with Michael Horowitz on LinkedIn →

  About the Host

Dr. Drumm McNaughton is the founder, CEO, and Principal Consultant at The Change Leader, Inc. A highly sought-after higher education consultant with 20+ years of experience, Dr. McNaughton works with leadership, management, and boards of both U.S. and international institutions. His expertise spans key areas, including accreditation, governance, strategic planning, presidential onboarding, mergers, acquisitions, and strategic alliances. Dr. McNaughton’s approach combines a holistic methodology with a deep understanding of the contemporary and evolving challenges facing higher education institutions worldwide to ensure his clients succeed in their mission.

Higher Education Policy in the 119th Congress

Part 2 of this podcast continues with Tom Netting, president of TEN Government Strategies and our Washington Update expert, examining ways in which the outcome of the 2024 US elections will transform higher education. Drawing from over three decades of policy expertise, Netting provides an insider’s perspective on the anticipated changes a Trump administration and the 119th Republican-controlled Congress could bring to higher education.

Netting analyzes shifts in key Congressional committees, focusing on the implications for higher education funding, accreditation, and the reauthorization of the Higher Education Act. He also addresses the impact of potential regulatory changes, executive orders, and court decisions on issues such as student loan repayment and Title IX. Finally, he offers advice to higher education institutions on preparing for these upcoming changes.

Higher Education Policy in the 119th Congress: 2024-2025 Impact Analysis

Tom Netting, president of TEN Government Strategies and Washington Update expert, provides crucial insights into how the 2024 US elections will transform higher education. Drawing from over three decades of policy expertise, Netting offers an insider’s perspective on the anticipated changes under a Trump administration and Republican-controlled 119th Congress, exploring implications for institutions, students, and education policy.

Congressional Leadership Transformation and Committee Impact

Critical Committee Changes Reshaping Education Policy

• Senate HELP Committee leadership transition to Bill Cassidy (R-LA) from Bernie Sanders (D-VT), signaling a potential pivot toward healthcare-focused policy and reformed higher education priorities.
• House Education and Workforce Committee leadership race between Joe Wilson (R-SC), Tim Wahlberg (R-MI), and Burgess Owens (R-UT), following Virginia Foxx’s retirement, with implications for education policy direction.
• Significant Appropriations Committee turnover affecting crucial decisions on:
  • Pell Grant funding allocations
  • Student loan program resources
  • Financial aid program sustainability
  • Institution support mechanisms

Regulatory Transformation

Immediate Regulatory Changes and Their Institutional Impact

• Comprehensive revision of existing regulations:
  • Borrower defense mechanisms and institutional accountability
  • Updated gainful employment metrics affecting program viability
  • Modified 90/10 rule implementation for proprietary institutions
  • Reformed institutional quality standards
• Status of proposed rules and NPRMs:
  • Student borrower relief programs
  • Program Integrity and Institutional Quality guidelines
  • TRIO program modifications
  • Distance education requirements
  • Return to Title IV (R2T4) calculations
• Delayed or abandoned 2025 initiatives:
  • Cash management reforms
  • Accreditation standard updates
  • State authorization requirements

Executive Action Implications

• Immigration policy changes affecting:
  • International student enrollment
  • Institutional revenue streams
  • Campus diversity initiatives
• Title IX implementation challenges:
  • 26 states blocking new regulations
  • 24 states implementing changes
  • Institutional compliance complexities
• Student loan repayment modifications:
  • New repayment structure implementation
  • Institutional reporting requirements
  • Student success metrics

Accreditation Evolution and Institutional Impact

Fundamental Accreditation Reform

• Reexamination of accreditor core mission and scope
• Controversial DEI standards debate:
  • Five of six former regional accreditors requiring DEI standards
  • SACCOC’s contrasting approach
  • Potential prohibition implications
• Academic freedom considerations:
  • Faculty concerns about restricted discourse
  • Institutional autonomy questions
  • Cultural and political influence on standards
• Higher Education Act reauthorization implications:
  • Potential solutions for accreditation challenges
  • Updated oversight mechanisms
  • Reformed quality assurance frameworks

Liberal Arts Education Transformation

Innovation and Adaptation in Liberal Education

• Strategic evolution of traditional programs:
  • Career pathway integration
  • Skills-based learning incorporation
  • Industry alignment strategies
• Public service value recognition:
  • Loan forgiveness program preservation
  • Community impact assessment
  • Social value metrics
• Educational delivery modernization:
  • Hybrid learning models
  • Virtual education integration
  • Technology-enhanced instruction
• AI integration strategies:
  • Curriculum enhancement
  • Administrative efficiency
  • Student support systems

Three Key Takeaways for Higher Education Leaders

1. Stay tuned for leadership changes. The new leadership will set the tone and tenor for upcoming policy changes, and a lot of the direction will come from the new President-Elect.
2. Be prepared for discussions around accreditation and outcomes. There will be considerable discussion around accreditation and outcomes, as well as how the return on investment for all of education is assessed. Institutions should prepare to discuss outcome measures and how to demonstrate their return on investment, regardless of what type of institution they are.
3. Be aware of the upcoming student loan repayment process. All of Congress is aware that student loan repayments are going to become due, and the process that is undertaken by both Congress and the new incoming administration will be a major topic of discussion in 2025.

#HigherEducation #HigherEdPolicy #WashingtonUpdate

Read the transcript on our website at  https://changinghighered.com/washington-update-implications-of-2024-elections-on-higher-ed-part-2/

About Our Podcast Guest

Tom Netting

Having spent all of his professional career devoted to higher education policy oversight and implementation, Tom Netting has an extensive knowledge of the laws and regulations governing all aspects of higher education. His considerable background and experience have afforded him the opportunity to view the development and implementation of federal higher education and workforce development policy in their entirety – including issues related to higher education and workforce development, health care, veteran affairs policies, and the procurement of federal appropriations.

About the Host

Dr. Drumm McNaughton is the founder, CEO, and Principal Consultant at The Change Leader, Inc. A highly sought-after higher education consultant with 20+ years of experience, Dr. McNaughton works with leadership, management, and boards of both U.S. and international institutions. His expertise spans key areas, including accreditation, governance, strategic planning, presidential onboarding, mergers, acquisitions, and strategic alliances. Dr. McNaughton’s approach combines a holistic methodology with a deep understanding of the contemporary and evolving challenges facing higher education institutions worldwide to ensure his clients succeed in their mission.

Higher Education Expert Analysis of Anticipated Federal Policy Changes Under the Incoming Administration

Part 1 of this two-part podcast welcomes back Tom Netting, president of TEN Government Strategies and our Washington Update expert, to examine how the 2024 US elections will transform higher education. Drawing from over three decades of policy expertise on The Hill, Netting provides an insider's perspective on the anticipated changes a Trump administration and Republican Congress could bring to higher education.

The conversation unpacks major shifts within the Department of Education, from FAFSA modernization and Title IX overhaul to the future of student loan repayment. Netting addresses pressing questions about federal funding streams, potential departmental restructuring, and the impact of new IT security regulations. The discussion culminates in a penetrating analysis of how evolving ROI metrics could fundamentally alter higher education funding decisions.

Overview What Higher Education Leaders Will Gain from Listening to This Podcast

Higher Education Implications of the 2024 Election – Part 1

• The incoming presidential administration is expected to bring significant changes to the Department of Education, moving much faster than it did in the previous administration. Key personnel appointments are being announced quickly and are comprised of a more seasoned team.
• Netting doesn’t believe the Department of Education will be abolished but expects significant changes in how it is run, particularly with Linda McMahon as the nominee for Secretary of Education. Her background suggests the Department will be run more like a business with an emphasis on fiscal responsibility.
• Higher education leaders should be prepared to embrace potential changes, some of which might be positive. For example, the administration is expected to address the challenges with the FAFSA form and the administration of student financial aid, issues that have led to a decline in applications.

Federal Higher Education Reform: Key Policy Changes for 2025

Key areas of change within the Department of Education likely include:

• Title IX: The current Title IX regulations are facing legal challenges, with 26 states blockading the regulations as put forward and 24 states trying to implement them in the new iteration, which is causing chaos for institutions. The new administration may revisit these regulations.
• Gainful Employment and Financial Value Transparency Regulations: All institutions, not just proprietary or those subject to loss of eligibility, are supposed to submit information on all of their student cohorts to the Department of Education by January 15th. These regulations, requiring institutions to submit data on student cohorts and completers lists, are facing scrutiny and potential revision under the new administration.
• Income-Contingent Based Repayment Plans: The administration will need to address the upcoming deadline for student loan repayments and may revise existing income-driven repayment plans. Netting succinctly explains the difference in opinion between Republicans and Democrats on student loan repayment. 
• Return on Investment (ROI) in Higher Education: The new administration is likely to focus on the ROI of higher education, potentially using a calculation similar to the one used for “exemplary institutions” under the previous administration. This could lead to an assessment of ROI across all sectors of higher education and influence funding decisions. The major difference, however, is that this new equation methodology recognizes a 10-year window, not a 3-year window of earnings potential. 

Three Key Takeaways for Higher Education Leaders

1. Engage with Policymakers: Actively engaging with policymakers at both the state and federal levels. This involves understanding their priorities, building relationships, and advocating for policies that support higher education.
2. Prioritize Cybersecurity: The increasing focus on cybersecurity, particularly the NIST 800-171 regulations, makes cybersecurity a top priority. This includes investing in necessary infrastructure and personnel to ensure compliance and protect sensitive data.
3. Focus on Workforce Development: Place a high priority on workforce development and the need for higher education institutions to align their programs with the needs of the economy. This includes forging partnerships with businesses and industries to provide relevant training and ensure graduates are well-prepared for the workforce.

Higher Education Policy Outlook 2025

Overall, it is recommended higher education anticipate a period of significant change under the new administration. Leaders should stay informed about policy developments, particularly those related to the issues listed above, and be prepared to adapt to a new regulatory environment.

Join us next week for Part 2 of this Washington Update with Tom Netting on anticipated changes coming in 2025 with the new administration. 

Read the transcript on our website at https://changinghighered.com/washington-update-implications-of-the-2024-elections-on-higher-ed-part-1/

#HigherEducation #WashingtonUpdate #HigherEdPolicy

About Our Podcast Guest

Tom Netting

Having spent all of his professional career devoted to higher education policy oversight and implementation, Tom Netting has an extensive knowledge of the laws and regulations governing all aspects of higher education. His considerable background and experience have afforded him the opportunity to view the development and implementation of federal higher education and workforce development policy in their entirety – including issues related to higher education and workforce development, health care, veteran affairs policies, and the procurement of federal appropriations.

About the Host

Dr. Drumm McNaughton is the founder, CEO, and Principal Consultant at The Change Leader, Inc. A highly sought-after higher education consultant with 20+ years of experience, Dr. McNaughton works with leadership, management, and boards of both U.S. and international institutions. His expertise spans key areas, including accreditation, governance, strategic planning, presidential onboarding, mergers, acquisitions, and strategic alliances. Dr. McNaughton’s approach combines a holistic methodology with a deep understanding of the contemporary and evolving challenges facing higher education institutions worldwide to ensure his clients succeed in their mission.

Faculty Diversity: A Business Case for Higher Education Success

When the PhD Project launched in 1994, you could count the number of diverse students at major business school recruiting events on one hand. Today, after 30 years of systemic change, the initiative has graduated over 1,700 faculty members of color with an extraordinary 90% completion rate – nearly double the national average for doctoral programs. Even more remarkable, 97% of these graduates stay in academia.

But here’s what makes this story particularly compelling for university leaders: Research has shown that the presence of a diverse faculty is the second highest correlating factor (after state demographics) in attracting diverse students to universities. It’s not just about representation – it’s about institutional success and survival in an increasingly global economy.

This episode of Changing Higher Ed® features Dr. Jeffrey Robinson, Graduate of the PhD Project, Interim Chancellor at Rutgers University, Newark, and Blane Ruschak, President of the PhD Project and Consultant with KPMG. The PhD Project is a 30-year-old initiative focused on increasing diversity in business school faculty.

The podcast highlights the project’s impact on diversifying the talent pipeline by providing mentorship and support to underrepresented students pursuing PhDs in business. Robinson and Ruschak share their personal experiences and explain the project’s systemic approach to change, emphasizing the economic benefits of a diverse workforce alongside recruiting, retaining, and supporting diverse faculty.

Key Discussion Points:

The Origins and Mission of the PhD Project:

• Founded nearly 30 years ago to address the lack of diversity in business schools and the workforce.
• Aims to increase the number of underrepresented minority faculty in business schools, which in turn attracts more diverse students to the field.
• Driven by the recognition of a changing global business environment and the demand for a diverse workforce.

How the PhD Project Works:

• Sponsors an annual conference for underrepresented minority students to learn about business PhD programs.
• Provides financial support, networking opportunities, and mentorship to students throughout their doctoral journey.
• Boasts a 90% completion rate for its participants, with 97% staying in academia.
• Continues to support graduates through developmental programs focused on teaching, research, and leadership.

The Benefits of Faculty Diversity in Academia:

• Diverse faculty serve as role models for students, especially those from underrepresented backgrounds.
• They bring different lived experiences, perspectives, and connections to the classroom, enriching the learning environment for all students.
• Contributes to groundbreaking research and innovative solutions.

The Economic Imperative for Diversity:

• Diverse workforces are better equipped to relate to a wider range of clients and customers.
• Companies benefit from the diverse perspectives and talents of their employees.

The Role of Mentorship and Community:

• The PhD Project creates a strong support network for participants, helping them navigate the challenges of doctoral studies.
• Alumni continue to mentor and collaborate with each other, further strengthening the community.

Challenges and Solutions in Diversity Recruitment:

• Retaining diverse faculty is crucial and requires universities to provide adequate support and protect them from excessive service demands.
• Universities must hold leaders accountable for diversity recruitment goals.

Three Takeaways for University Presidents and Boards

1. Invest in recruiting and retaining diverse faculty, recognizing the long-term benefits of attracting and educating a diverse student body.
2. Provide necessary support and mentorship to diverse faculty, ensuring their success and protecting them from being overburdened with diversity-related tasks.
3. Hold university leaders accountable for achieving diversity goals and creating an inclusive campus environment.

Final Thoughts

The PhD Project is a powerful example of how a focused effort can make a significant impact on diversifying higher education and the workforce. Its success lies in its comprehensive approach, which combines financial support, mentorship, and community building.

Read the transcript on our website at https://changinghighered.com/faculty-diversity-drives-enrollment-the-phd-project/

#HigherEducation #HigherEdPodcast #HigherEdDiversity

 

 

About Our Guests

Dr. Jeffrey Robinson is an award-winning author and the Prudential Chair in Business at Rutgers Business School, currently serving as Interim Chancellor of Rutgers University – Newark following two years as Executive Vice Chancellor and Provost. His research focuses on the intersection of business and society, addressing community and economic development in urban areas in the United States and abroad. Through academic leadership and community-engaged scholarship, he has a direct impact on corporate workplaces, entrepreneurs, and economic development policy in New Jersey and beyond. He has conducted groundbreaking studies on African American women entrepreneurs, social innovation, and minority representation in technology entrepreneurship. His recent book “Black Faces in High Places,” co-authored with Dr. Randal Pinkett, won a Gold Medal Axiom Book Award. An accomplished scholar with five degrees spanning engineering, urban studies, and business, Dr. Robinson has delivered keynote speeches and presentations across six continents during his distinguished 25-year academic career.

Connect with Jeffrey Robinson on LinkedIn →

 

 

Blane Ruschak serves as the President of The PhD Project, where he oversees the strategy and operations of The PhD Project, which is a program designed to create more diverse business leaders by supporting diverse professionals to get their PhD in business and become role models in the classroom, academic administration and academic leadership positions. He lives in Charleston, South Carolina, and works out of Montvale, New Jersey.

Connect with Blane Ruschak on LinkedIn →

 

About the Host

Dr. Drumm McNaughton is Principal Consultant and CEO of The Change Leader, Inc.—a highly sought-after higher education consultant with 20+ years of experience. Dr. McNaughton works with leadership, management, and boards of both U.S. and international institutions. His expertise spans key areas, including accreditation, governance, strategic planning, presidential onboarding, mergers, acquisitions, and strategic alliances.

Dr. McNaughton’s approach combines a holistic methodology with a deep understanding of the contemporary and evolving challenges facing higher education institutions worldwide to ensure his clients succeed in their mission.

Connect with Drumm McNaughton on LinkedIn →

The Declining Trend in Public Confidence

Higher Education has a reputation crisis. Public confidence in higher education is declining dramatically. In 2015, a Gallup poll revealed that the vast majority of Americans expressed a great deal of confidence in higher education, with only 10% reporting little to no confidence.

By 2024, public confidence shifted significantly: only about a third maintained a great deal of confidence, while a startling 33% now held little to no confidence. This mirrors a broader trend of declining trust in American institutions.

Dr. Drumm McNaughton and Dr. Courtney Brown, Vice President of Impact and Planning for the Lumina Foundation, discuss the causes and solutions to declining public confidence in higher education. They also explore the evolving demographics of higher education students, with a significant portion being non-traditional learners balancing work, family, and education. Finally, the conversation proposes solutions, emphasizing the need for increased transparency, improved student support services, and a reevaluation of faculty roles to better meet the needs of today's students.

Key Points Covered in This Podcast: Reasons for Declining Confidence in Higher Education

The latest Lumina-Gallup study on public confidence in higher education identifies three primary drivers:

1. Political bias: 41% of respondents lacking confidence cited concerns that colleges are too liberal, attempting to indoctrinate students.
2. Lack of relevant skills: Over a third criticized higher education for failing to impart skills directly applicable to the workforce, leaving graduates struggling to find employment.
3. Affordability: Just under 30% expressed concern about rising tuition costs and high debt levels.

 

Shifting Demographics and Needs

Traditional student demographics no longer represent the majority.

• Over a third of students are over 25.
• Over half are students of color.
• 78% work, with a third employed full-time.
• 20% have dependents.
• 44% are financially independent.

Solving the Higher Ed Confidence Crisis: A Call for Change

Higher education institutions need to adapt to the changing demographics and address the concerns driving declining confidence and reputation while discerning temporary spin from the true concerns of students and the underlying issues.

The Stop-Out Numbers

• Over 42 million Americans started college but, for various reasons, did not finish. This suggests systemic issues within higher education that need to be addressed to better serve students.

Confidence Gap

• While 54% of Americans hold post-secondary credentials, 33% have little or no confidence in higher education.
• This suggests a disconnect between the perceived value of education and the experiences of many degree holders.

Value and Transparency

• Despite the concerns, over 90% of respondents still believe that at least one post-secondary credential has value, but trust in the system’s ability to deliver is low.
• 75% believe a college degree is as important or more important today than it was 20 years ago.
• Transparency in costs and the career value of degrees is a high priority to restoring trust.
• There is a need for greater transparency regarding both the true cost of college and the career pathways associated with specific credentials.

Workforce Alignment

• Public concerns about graduates lacking job-ready skills highlight the need for stronger connections between institutions and industries.
• Partnerships for internships, externships, and mentorships should be prioritized.

Partisan Divide

• Republicans primarily cite political bias as the reason for their declining confidence, while Democrats focus on affordability.

The Demographic Cliff

• The number of high school graduates is projected to decline sharply in 2025-26, forcing institutions to re-evaluate their business models and focus on attracting and serving adult learners.

Key Takeaways for Higher Ed Presidents, Boards, and Executive Leaders

• Listen: Actively engage with current, former, and potential students to understand their needs and experiences.
• Adapt: Re-evaluate institutional structures, offerings, and support services to better serve today's diverse student population.
• Increase Transparency: Provide clear and accessible information about costs and career pathways.
• Rethink Faculty Roles: Value and reward teaching, mentorship, and community engagement alongside research.
• Embrace Partnerships: Collaborate with employers to offer relevant work-based learning opportunities and build stronger connections to local workforce needs.

Final Thoughts

The declining confidence in higher education presents a significant challenge, but it also creates an opportunity for transformation. By listening to student needs, adapting to evolving demographics, and prioritizing transparency and relevancy, institutions can rebuild trust and ensure that higher education remains a valuable pathway to opportunity for all.

Last week's podcast with Sophie Nguyen and Kevin Carey with New America discussed their research on what Americans really think about higher ed, which looks at the public confidence and perception crisis from a different angle. 

#HigherEducation #HigherEdPodcast #ValueOfHigherEd

Read the transcript on our website: https://changinghighered.com/the-crisis-of-confidence-in-higher-education/

 

About Our Guest

Dr. Courtney Brown is the Vice President of Strategic Impact and Planning at Lumina Foundation, the nation’s largest private foundation focused specifically on increasing Americans’ postsecondary success. As the Foundation’s chief data and research officer, Brown oversees the Foundation’s efforts in the areas of strategic planning, research, evaluation, data, and learning. She also leads Lumina’s international engagement efforts. Brown has decades of experience and is a frequent national speaker and writer on postsecondary data, evaluation, performance measurement, and strategic planning. Dr. Brown received her B.A. from James Madison University and M.A. and Ph.D. from the University of Virginia.

Courtney Brown on LinkedIn →

About the Host

Dr. Drumm McNaughton is Principal Consultant and CEO of The Change Leader, Inc.—a highly sought-after higher education consultant with 20+ years of experience. Dr. McNaughton works with leadership, management, and boards of both U.S. and international institutions. His expertise spans key areas, including accreditation, governance, strategic planning, presidential onboarding, mergers, acquisitions, and strategic alliances.

Dr. McNaughton’s approach combines a holistic methodology with a deep understanding of the contemporary and evolving challenges facing higher education institutions worldwide to ensure his clients succeed in their mission.

Connect with Drumm McNaughton on LinkedIn →

 

Despite media narratives of declining confidence in higher education, new survey data reveals 80% of Americans view college costs - not value - as the primary barrier to enrollment. While only 36% think higher education is "fine how it is," bipartisan support remains strong, with a majority of both Democrats and Republicans favoring increased government funding for affordability.

On this episode of Changing Higher Ed® podcast, Dr. Drumm McNaughton speaks with Kevin Carey, Vice President for Education and Work at New America, and Sophie Nguyen, Senior Policy Manager with the Higher Education team at New America, a nonpartisan think tank focused on social and technological issues, including education. The discussion centers around  New America’s annual “Varying Degrees” survey, which examines how Americans perceive higher education.

Carey and Nguyen argue that, contrary to the media narrative, Americans have not actually lost faith in the value of higher education. They attribute the decline in enrollment not to a loss of confidence but rather to demographic shifts, the economic recession, and the unique nature of the pandemic.

They also highlight the partisan divide in perspectives on higher education, noting that Republicans have become more skeptical of higher education than Democrats, likely due to a changing composition of the two parties' constituencies in terms of educational attainment.

The conversation concludes with practical advice for college leaders on navigating these challenges, emphasizing the need for clear communication about the value of higher education, acknowledging student and parental concerns about affordability and career pathways, and continuing to advocate for higher education in the face of political and social shifts.

 

What Higher Ed Leaders Will Gain From This Podcast

Here are some insights, facts, and trends you’ll hear discussed:

 

• Americans do not hate higher education. While confidence in higher education as an institution is declining, this is consistent with declining American confidence in all institutions. Americans still largely believe in higher education.

 

• Americans’ opinions on higher education have remained relatively stable over the years, even amidst significant events like the pandemic. This finding counters media narratives suggesting a dramatic shift in public opinion.

 

• A majority of Republicans believe that the government should invest more money to make higher education more affordable. This suggests that there is a bipartisan consensus on investing in higher education.

 

• There has been a partisan realignment around higher education, with Democrats increasingly becoming the party of education. This is likely due to an increase in the number of people with college degrees among Democrat voters.

 

• The decline in college enrollment is mainly driven by demographic decline, not by a decline in demand for higher education.  The number of college-age people in America peaked in the late 2010s and has been declining since.

 

• The pandemic recession did not lead to an increase in college enrollment as previous recessions have. This is because the pandemic recession was brief, and the economy quickly rebounded.

 

• The labor market has been very strong for non-college graduates in the middle and lower parts of the wage scale. This may be a factor in the decline in college enrollment.

 

• Many parents who say they do not want their children to get a four-year degree actually do want their children to go to college for job training. They may not realize that most job-related training in the United States happens at colleges.

 

• Colleges need to communicate the value of a liberal arts education to students and parents.  Emphasize that a liberal arts education is not just about job training but also about developing critical thinking skills, exposure to diverse perspectives, and personal growth.

 

• Colleges need to make a clear connection between a liberal arts education and career pathways.  Highlight how the skills and knowledge gained in a liberal arts education can be applied to various careers.

 

• Cost remains a significant concern for a vast majority of Americans, serving as a major barrier to college enrollment. The survey demonstrates bipartisan agreement on this issue.

 

• Colleges need to address the cost of higher education: This includes providing more financial aid, lowering tuition, and exploring alternative models of education, such as three-year degrees.

 

Three Key Takeaways for Presidents, Enrollment Executives, and Boards

1. Communicate Education's Value

• Demonstrate the lifelong benefits of liberal education
• Make concrete connections between liberal education and career pathways
• Don't ignore students' desire for clear career outcomes

1. Address Cost Concerns

• Acknowledge that cost is a significant concern for students
• Clearly communicate available financial options and solutions
• Help students understand ways to manage educational costs

1. Embrace Public Support

• Americans maintain strong support for higher education
• The majority of both parties support increased government investment
• Demographics present challenges, but core support remains strong
• Institutions should acknowledge the need for change while maintaining confidence

 

Final Thoughts

The survey responses suggest that higher education leaders must adapt to the real environment, not the selective representation filtered through political or media bias. They need to be aware of the partisan divide around higher education, the demographic decline, and the strong labor market for non-college graduates. They also need to be proactive in communicating the value of higher education to students and parents and in addressing the cost of higher education.

Read the transcript on our website at https://changinghighered.com/what-americans-really-think-of-higher-ed-new-americas-varying-degrees-2024/

#VaryingDegrees2024 #HigherEducation #HigherEdPodcast

About Our Podcast Guests

Sophie Nguyen

Sophie Nguyen is a senior policy manager with the higher education team at New America. Her work focuses on college completion and public opinion in higher education. Nguyen leads Varying Degrees, New America’s annual survey that looks into how Americans perceive important higher education issues regarding value, funding, and accountability. Nguyen also manages the Higher Ed Public Opinion Hub, an online repository of higher education surveys, and co-authors Public Insight, New America's monthly newsletter that provides analysis on survey findings. Her work on public opinion has been featured in the New York Times, NPR, Inside Higher Ed, Higher Ed Dive, and other news outlets. Nguyen joined the program after graduating from Mount Holyoke College, where she earned a bachelor's degree in economics. She later earned a master's degree in higher education administration from the George Washington University School of Education and Human Development.

Sophie Nguyen on LinkedIn →

Kevin Carey

Kevin Carey is Vice President for Education and Work at New America, a Washington, DC-based think tank. He writes widely about higher education and other topics for publications, including the New York Times, Atlantic, Washington Post, Vox, Slate, Chronicle of Higher Education, Inside Higher Ed, Washington Monthly, and elsewhere.

Kevin Carey on LinkedIn →

 

About the Host

Dr. Drumm McNaughton is Principal Consultant and CEO of The Change Leader, Inc.—a highly sought-after higher education consultant with 20+ years of experience. Dr. McNaughton works with leadership, management, and boards of both U.S. and international institutions. His expertise spans key areas, including accreditation, governance, strategic planning, presidential onboarding, mergers, acquisitions, and strategic alliances.

Dr. McNaughton’s approach combines a holistic methodology with a deep understanding of the contemporary and evolving challenges facing higher education institutions worldwide to ensure his clients succeed in their mission.

Connect with Drumm McNaughton on LinkedIn →

 

Innovation in Higher Education Accreditation: How NECHE Leads Change

Gone are the days of counting library books and checking boxes. With average presidential tenure plummeting to less than five years and a wave of institutional mergers reshaping American higher education, understanding the evolution from prescriptive to nuanced accreditation has become paramount for institutional survival.

In this podcast, Dr. Drumm McNaughton, in discussion with Dr. Lawrence "Larry" Schall, President of the New England Commission on Higher Education (NECHE), shares insights on how accreditation has transformed from a compliance exercise into a partnership that helps institutions navigate contemporary challenges while maintaining academic quality and institutional accountability.

Transformative Trends in Institutional Consolidation

Demographic challenges are driving unprecedented changes in higher education structure. According to Schall, New England's unfavorable demographics have accelerated institutional mergers and consolidations, with public systems leading transformative change:

• 12 Connecticut community colleges have consolidated into a single college with multiple campuses
• Five Vermont state colleges merged to create Vermont State University.
• Maine pioneered the country's first system-wide consolidated accreditation.

This seismic shift in institutional organization signals a fundamental change in how accrediting bodies must approach quality assurance and institutional oversight.

Pioneering Approaches to Accreditation Innovation

The conversation around accreditation has moved beyond traditional compliance to encompass comprehensive institutional transformation. NECHE exemplifies this evolution through:

• Implementation of accelerated degree programs
• Authorization of Spanish-language graduate programs within the U.S.
• Expansion of international accreditation
• Support for innovative educational delivery models

Meeting Modern Higher Education Challenges

NECHE's approach demonstrates how accreditors can maintain rigorous standards while supporting institutional innovation:

• Trust-based relationships with member institutions
• Regular presidential appearances before the commission
• Proactive communication about institutional challenges
• Flexible standards that encourage innovation while ensuring quality

Three Takeaways for University Presidents and Boards

1. Leadership stability and board-president alignment are critical for institutional success. With presidential tenure averaging less than five years, institutions struggle to implement meaningful change. Strong alignment between boards and presidents is essential for effective governance and institutional advancement.
2. Traditional educational models are becoming outdated, with more innovation happening internationally than domestically. Institutions that proactively develop new models of education delivery are more likely to succeed in the next 25 years. Higher education leaders should look beyond conventional approaches to prepare for future disruption.
3. The independence of higher education from government control is increasingly at risk. Political intervention in curriculum, governance, and accreditation threatens the fundamental strength of the American higher education system. Institutions must work to maintain their autonomy while demonstrating accountability and quality.

Navigating accreditation challenges, merger discussions, or innovative program implementation can feel overwhelming. Your institution's mission and values matter. The Change Leader partners with you to tackle these complex challenges head-on, helping you stay true to who you are while meeting accreditation standards. We get it - you're not just another merger statistic. Your institution's unique identity and future matter.

These are just some of the key insights and opportunities you will hear in this podcast—listen to the full episode for more.

Read the transcript on our website: https://changinghighered.com/accreditation-neche-style-from-prescriptive-to-nuanced/

#HigherEducation #HigherEducationAccreditation #HigherEdChallenges

About Our Podcast Guest

Dr. Lawrence Schall joined the Commission staff as President in 2020. Previously, he served as President of Oglethorpe University in Atlanta, Georgia, for 15 years. During his tenure, Dr. Schall led the transformation of Oglethorpe from an at-risk institution to a university boasting a doubled class size and rigorous spending safeguards, raised over one hundred million dollars, and secured a solid financial outlook for the institution. Schall currently serves on the Board of Spelman College, the highly-ranked historically Black women’s college also in Atlanta.

President Schall received his undergraduate degree from Swarthmore College and his J.D. and Ed. D. from the University of Pennsylvania. After practicing law as a civil rights attorney in Philadelphia for a decade, he served as Vice President of Administration at Swarthmore for 15 years before assuming the Presidency of Oglethorpe.

Visit President Schall's blog, NECHE On The Road, to learn more about him and his work at the Commission.

About the Host

Dr. Drumm McNaughton is Principal Consultant and CEO of The Change Leader, Inc. A highly sought-after higher education consultant with 20+ years of experience. Dr. McNaughton works with leadership, management, and boards of both U.S. and international institutions. His expertise spans key areas, including accreditation, governance, strategic planning, presidential onboarding, mergers, acquisitions, and strategic alliances.

Dr. McNaughton’s approach combines a holistic methodology with a deep understanding of the contemporary and evolving challenges facing higher education institutions worldwide to ensure his clients succeed in their mission.

Connect with Drumm McNaughton on LinkedIn →

In this podcast, host Dr. Drumm McNaughton welcomes guest James R. Johnsen, the former President of the University of Alaska System, who is now a Vice President of Executive Search for Greenwood Asher & Associates. Johnsen discusses his new book, "Public University Systems: Leveraging Scale in Higher Education," which examines the importance of and challenges facing public university systems across the U.S.

What higher ed leaders will gain from this podcast: Understanding Public University Systems in Higher Education Governance

A comprehensive overview of public university systems, their prevalence, importance, and the challenges they face. The different types of systems – homogenous and heterogeneous – and how they are structured, governed, and operated. This knowledge will be valuable for leaders in understanding the landscape of higher education in the context of their institutions.

Leveraging Scale for Efficiency and Impact

Public university systems have a unique ability to leverage their scale to achieve political, social, and economic goals. Benefits include consolidation and collaboration in areas such as procurement, research administration, payroll, legal counsel, and accreditation. Leaders can identify and implement strategies to maximize efficiency and impact through system-level initiatives.

Navigating Political Dynamics in University Systems

Political dynamics shape public university systems significantly, with roles for governors, legislators, and boards in forming higher education policy and funding. Understanding this landscape and developing strategies for effective advocacy is essential.

Change Management and Leading Transformational Change

Higher education systems face challenges in implementing change due to bureaucratic structures. Effective change management requires a clear vision, strong leadership, and a culture that embraces experimentation and continuous improvement.

Prioritizing Student Success and Addressing State Needs

Aligning higher education with student and state needs is crucial. Leaders can prioritize student success by streamlining processes, improving transferability, and focusing on outcomes that benefit both individuals and society, ensuring institutions contribute to the state's economic and social well-being.

How Public University Systems Work (Or Don’t)

75% of American college students attend institutions within higher education systems. These systems aim to govern and coordinate public higher education within a state, yet effectiveness varies depending on structure, governance, and alignment with state goals.

Structure and Governance Models in Public University Systems

Public university systems vary in structure, affecting their governance and impact. Systems can be homogenous, like the University of California system, where institutions share similar missions, or heterogeneous, like the State University of New York system, which encompasses diverse missions. Governance models differ, with some states having a single board and others multiple boards with distinct responsibilities.

For example, Florida has a Board of Governors for the entire system, while each university has its own Board of Trustees.

Alignment and Collaboration for Higher Education Goals

A key factor in system effectiveness is the alignment between state government, the system, and individual institutions. The governor’s vision should guide the system board, which then aligns institutional goals. Without clear alignment, systems risk fragmentation, duplicated efforts, and resource competition.

Recommendations for Improving Public University Systems Clarify Higher Purpose and Goals for System-Wide Alignment

Systems should articulate a higher purpose and align with the state's vision for higher education. This alignment enhances decision-making, resource allocation, and collaboration.

Strengthen Leadership and Governance Skills

System leaders need skills to navigate political landscapes, foster collaboration among institutions, and drive strategic change. Professional development focused on system leadership is essential.

Streamline Processes and Foster Collaboration in Higher Education Systems

Systems should streamline processes, reduce redundancy, and foster collaboration. Standardizing data collection, developing common course numbering for transferability, and creating shared service centers are effective strategies.

Promote Data-Driven Decision Making in University Systems

Effective governance relies on consistent, reliable data. Systems should invest in data infrastructure and analytics to support evidence-based decisions on resource allocation, program development, and student success.

Cultivate a Culture of Innovation and Experimentation in Higher Education

Encouraging a culture of innovation across institutions includes providing seed funding for pilot projects, enabling faculty collaboration, and celebrating successful innovations.

By addressing these challenges and implementing these recommendations, public university systems can fulfill their mission of providing high-quality, accessible, and affordable education that meets the needs of students and the state.

Three Key Takeaways for University Presidents and Boards

These takeaways highlight the essential elements for effective leadership and governance within public university systems.

1. Define a Higher Purpose

   Clarify the system's higher purpose. This purpose serves as a guiding principle for all decisions and actions, providing a shared understanding of the system's ultimate aim. It should transcend individual institutional interests and unite stakeholders around a common vision. 

2. Align Goals and Plans

   Align state goals, state plans, system goals, system plans, and institutional goals and plans. This hierarchical alignment ensures that efforts at all levels are coordinated and contribute to the overall vision and purpose. This framework reinforces the importance of a cohesive system working towards shared objectives. 

3. Develop Adaptive Leadership

   Develop adaptive leadership capabilities across the entire university, not just among those in leadership positions. Adaptive leadership involves fostering a culture where individuals at all levels are empowered to identify challenges, propose solutions, and adapt to changing circumstances.

Read the full transcript at https://changinghighered.com/improving-public-university-systems-at-scale/

#HigherEducation #PublicUniversitySystems #ChangingHigherEd

About Our Podcast Guest

James R. Johnsen

"I believe that success requires strong moral and ethical principles. As Vice President of Executive Search at Greenwood Asher & Associates, LLC, I aspire to live up to this notion by embracing change, building consensus, and establishing unity.

Before joining GA&A, I served as a senior fellow at the National Association of System Heads (NASH). I helped develop a transformation agenda for public university systems and was the founding director of its Systems Center for State Policy.

Well-versed in higher education planning and administration, I have written and presented research on higher-learning systems and taught graduate courses in negotiation.

With a knack for evidence-based approaches to strategic planning, I’m passionate about finding innovative ways to solve critical pain points and attain organizational goals."

Connect with Jim Johnsen on LinkedIn →

About the Host

Dr. Drumm McNaughton is Principal Consultant and CEO of The Change Leader, Inc. A highly sought-after higher education consultant with 20+ years of experience. Dr. McNaughton works with leadership, management, and boards of both U.S. and international institutions. His expertise spans key areas, including accreditation, governance, strategic planning, presidential onboarding, mergers, acquisitions, and strategic alliances.

Dr. McNaughton’s approach combines a holistic methodology with a deep understanding of the contemporary and evolving challenges facing higher education institutions worldwide to ensure his clients succeed in their mission.

Connect with Drumm McNaughton on LinkedIn →

In this episode of Changing Higher Ed, Dr. Drumm McNaughton interviews Dr. Daniel Greenstein, former Chancellor of the Pennsylvania State System of Higher Education (PASSHE), to explore strategic efforts in guiding one of the largest transformations in U.S. higher education. Over his six-year tenure, Greenstein led PASSHE’s integration of six universities into two larger institutions, tackling financial challenges, increasing program diversity, and improving student outcomes—all while maintaining each institution’s unique identity and local impact.

The discussion covers the complexities involved in large-scale university mergers, including the need for legislative support, active stakeholder engagement, and partnerships with regulatory bodies like accreditors and the NCAA. Greenstein emphasizes that mergers should prioritize student success and community needs over financial motivations, with a purpose-driven approach ultimately yielding greater stability.

Key Insights for Higher Education Leaders

• Understanding the “Why” Behind Mergers: Mergers are most successful when driven by a commitment to student success and community needs. Financial benefits follow naturally when institutions focus on core values rather than cost-cutting.

 

• Change Management as a Critical Tool: Advanced change management practices are essential, including careful planning, stakeholder engagement, and a governance framework that ensures accountability and data-informed decisions.

 

• Navigating Complex Regulatory Requirements: Practical guidance is offered on working with regulatory bodies, emphasizing the importance of collaborative relationships to smooth the integration process.

 

• Maintaining Brand Identity and Local Relevance: Particularly in rural areas, it’s essential to preserve each institution’s brand identity and community ties, ensuring integrated universities remain relevant and effective in serving local needs.

 

• Holistic Planning and Stakeholder Engagement: A comprehensive planning process involving stakeholders across all university functions optimizes student outcomes, advances diversity and inclusion, and enhances institutional effectiveness.

 

• Student-Centric Approach: McNaughton reflects on the need to prioritize student outcomes during mergers, agreeing that a student-centered focus is critical for long-term success.

 

• Collaborative Leadership and Teamwork: Effective mergers rely on teamwork among university leaders, legislators, and other stakeholders, with a shared commitment to the mission driving meaningful progress.

 

• Clear, Consistent Communication: Communication that is well-timed and consistent is essential in complex integrations, requiring disciplined messaging to keep all stakeholders aligned.

 

• Flexibility and Adaptability: The need for flexibility and adaptability is emphasized, as unexpected challenges require leaders to adjust strategies to achieve successful outcomes.

 

• Engaging External Expertise: External partners, such as accreditation bodies and project management firms, are invaluable in supporting complex mergers and helping to navigate the accreditation process.

 

• Navigating the Political Landscape: Mergers within public institutions involve political realities. Building broad support among legislators and communities is key to gaining approval and securing resources.

 

• Long-Term Perspective and Patience: Realizing merger benefits requires patience and a long-term outlook. Though initially challenging, such integrations ultimately lead to improved student outcomes, greater efficiency, and enhanced academic offerings.

Three Takeaways for University Presidents and Boards

1. You are not alone: Many institutions have undergone mergers, so seeking guidance from experienced leaders can provide invaluable insights and help prevent feelings of isolation.

 

1. Confidence is Key: Leaders must maintain confidence in their ability to succeed, with resilience and belief in their capacity to see the process through.

 

1. Focus on Core Values: Viewing mergers solely as cost-saving measures is limiting; prioritizing student and community needs naturally leads to financial stability and success.

Read the show transcript on our website at:  https://changinghighered.com/effective-university-mergers-lessons-in-stability-from-passhe/

#UniversityMergers #HigherEducation #HigherEdMergers

About our guest

Dr. Daniel Greenstein was the chancellor of Pennsylvania's State System of Higher Education from September 2018 to October 2024. In the role, he was the chief executive officer of the state's system of public universities, serving more than 80,000 students. Chancellor Greenstein led a system-wide redesign of PASSHE to increase student opportunities and university financial sustainability. Greenstein previously led the Postsecondary Success strategy at the Bill and Melinda Gates Foundation, where he worked with other higher education leaders on initiatives to raise educational attainment levels and to promote economic mobility, especially among low-income and minority students. He developed and implemented a national strategy for increasing the number of degrees awarded and for reducing the attainment gaps among majority and non-majority students at U.S. colleges and universities. Greenstein was Vice Provost for Academic Planning and Programs for the University of California (UC) system.

Connect with Dan Greenstein on LinkedIn →

About the Host

Dr. Drumm McNaughton is Principal Consultant and CEO of The Change Leader, Inc. A highly sought-after higher education consultant with 20+ years of experience. Dr. McNaughton works with leadership, management, and boards of both U.S. and international institutions. His expertise spans key areas, including accreditation, governance, strategic planning, presidential onboarding, mergers, acquisitions, and strategic alliances.

Dr. McNaughton’s approach combines a holistic methodology with a deep understanding of the contemporary and evolving challenges facing higher education institutions worldwide to ensure his clients succeed in their mission.

Connect with Drumm McNaughton on LinkedIn →

This episode features host Dr. Drumm McNaughton and guest Dr. Caitlin Runne-Janczy, Chief Academic Officer for Scientific Interactive, a company that provides hands-on and virtual science lab experiments to students. Drumm and Cait focus on the growing demand for online science lab courses, particularly in STEM fields. Cait discusses the results of a recent survey that found a significant increase in online lab enrollment and a corresponding decrease in on-campus enrollment.

They also explore the challenges and opportunities of delivering quality online lab experiences, including safety considerations, lab setup, accreditation, and student learning outcomes. Cait highlights the importance of hands-on components in online labs and the potential for these courses to spark a passion for STEM beyond the individual student.

Podcast Overview

Some of the key insights and opportunities for higher education leaders who listen to this podcast:

• There is a growing demand for online science lab courses. Deans and department chairs report a greater than 70% increase in online lab enrollments and a corresponding 56% decrease in on-campus lab enrollments. 88% of students surveyed said it was important for them to have the opportunity to take an online science lab course, and 60% of those students would have enrolled elsewhere or not enrolled at all if an online lab option had not been available.
• Online science lab courses can be just as effective as on-campus courses if they include a hands-on component. Simulations have a place in the lab experience, but it must have some sort of hands-on element to really get students a comparable outcome to the campus counterpart. In the survey, 90% of faculty reported that students who take hands-on labs online have the knowledge and skills to continue in their degree progression.
• Online science lab courses can help institutions reach a broader range of students, including those who cannot attend on-campus classes due to work, family, or other obligations. This can help institutions grow their enrollment and retain more students. Online options also have a broader impact beyond just the individual student. For example, students who do lab kits at home with their families are expanding that love of science beyond just the individual student.
• Institutions need to be prepared to address the challenges of offering online science lab courses, such as ensuring student safety, providing adequate support to students, and meeting accreditation requirements. Safety is a key consideration for both students and institutions. Companies that provide lab kits typically cover liability insurance for the institution in case anything happens. Institutions need to provide adequate support to students who are taking online science lab courses, such as synchronous sessions, digital office hours, and digital lab partners. Accreditation bodies typically require online science lab courses to include a hands-on component to ensure that students have the transferable skills they need to continue in their degree program.
• Institutions should consider using online science lab courses as a way to improve student preparedness for on-campus lab courses. Students can do digital experiments before they get to campus so they can be familiar with the techniques and safety protocols that they will need to implement once they get to the lab.
• Institutions should partner with companies that have experience in developing and delivering online science lab courses. These companies can provide the expertise, resources, and support that institutions need to successfully offer these courses.

Three Takeaways for University Presidents and Boards

1. Growing demand for online science labs is creating urgency around digital transformation. Students are actively seeking these options and may choose other institutions that offer them. Building out online laboratory options is becoming a strategic imperative.
2. Hands-on laboratory work remains essential for maintaining equivalency with on-campus experiences. While simulations play a role, physical experimentation must be part of online lab courses to ensure comparable learning outcomes.
3. Online lab options offer a broader societal impact beyond individual student success. By making STEM education more accessible and visible, these courses can inspire interest in STEM fields among students' families, peers, and broader communities.

Online science lab courses are a growing trend in higher education, and institutions that are prepared to embrace this trend will be well-positioned to meet the needs of their students and the demands of the 21st-century workforce.

These are just some of the key insights and opportunities you will hear in this podcast—listen to the full episode for more. 

Final Thoughts

Accreditation is essential, and institutions must ensure that online labs meet the same standards as traditional labs. They need to understand the requirements of their accrediting bodies and have robust methods to assess and demonstrate student learning outcomes.

Partnering with experienced companies can be beneficial, but institutions are ultimately responsible for meeting accreditation standards and ensuring quality.

The idea of using virtual pre-labs to better prepare students for on-campus labs is promising and could improve student performance in both settings.

Institutions need to approach online science labs thoughtfully, balancing innovation with academic rigor and ensuring that students receive a high-quality education.

Read the transcript on our website at https://changinghighered.com/stem-enrollment-growth-online-labs-drive-student-retention/

#STEMOnline #HigherEducation #EnrollmentGrowth

About Our Podcast Guest

Cait Runne-Janczy

Dr. Runne-Janczy is the Chief Academic Officer and oversees all curriculum development and lab creation. She and her team endeavor to create the same lab experience in people’s homes that they might experience on campus, as well as digital simulations where appropriate.

She and her team of PhD experts have built, from the ground up, over 450 individual labs across 11 disciplines. She is passionate about increasing access to STEM education by delivering new modalities of instruction. Dr. Runne-Janczy is a graduate of Marist College and received her PhD from the University of Iowa.

About the Host

Dr. Drumm McNaughton is Principal Consultant and CEO of The Change Leader, Inc. A highly sought-after higher education consultant with 20+ years of experience. Dr. McNaughton works with leadership, management, and boards of both U.S. and international institutions. His expertise spans key areas, including accreditation, governance, strategic planning, presidential onboarding, mergers, acquisitions, and strategic alliances.

Dr. McNaughton’s approach combines a holistic methodology with a deep understanding of the contemporary and evolving challenges facing higher education institutions worldwide to ensure his clients succeed in their mission.