Facilitating University Success During an Economic and Technological Revolution

Challenges, opportunities, and a few ideas for your consideration

September 5, 2012

Selected slide materials from:

George Mehaffy, AASCU, and

Howard Charney, CISCO systems

The Rapidly Changing Higher Education Environment

Economics

– State funding decreasing

– Cost per credit hour increasing

– Private sector investment increasing

Technology and the Information Revolution

– Amounts of information

– Methods of information development

– Methods of information dissemination

Accountability and assessment

– Student learning outcomes

– Serve broader segment of society

Smaller state appropriations, Nat’l stats

Source: http://www.cbpp.org/cms/?fa=view&id=711

SE State $/student declined

4,000

5,000

6,000

7,000

8,000

9,000

2001 2010

Total state appropriation

$/student

headcount

College cost - risen faster than CPI

0%

50%

100%

150%

200%

250%

300%

350%

1988 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008

Cu

mu

lati

ve g

row

th s

ince

19

88

Public Four-Year

Private Four-Year

Public Two-Year

Median Family Income

CPI-U

Prescription Drugs

Household Energy

New Vehicle

Sources: College Board, “Trends in College Pricing, 2008”; Bureau of Labor Statistics, 2009, www.bls.gov ; U.S. Census, Current Population Study-ASEC, 2008. From the Delta Project. Courtesy Jane Wellman

Carlota Perez model: The 5 great technology revolutions of

modern times

Start date Technological revolution

1771 Industrial Revolution

1830 Age of steam and railways

1875 Age of steel

1908 Age of oil and the automobile

1971 Age of IT and the Internet

(2030) (Age of biological technology?)

Rapid expansion in amount of information

More data was created during any 48 hour period in 2011 than by all of humanity over the past 30,000 years.

By 2020, it will be every hour.

Howard Charney, Senior VP Cisco Systems, coinventor of Ethernet, July 2012

Info is accessed by mobile devices

Source: The Economist

By 2015, there will be 15 billion devices connected to the Internet

Digital cameras:

a lesson in response to the IT revolution

23 seconds to display the first digital photographs

Steve Sasson – inventor of the digital camera

1972 – BS; 1973 – MS in EE; Rensselaer Polytechnic Institute 1975 – @ Eastman Kodak Company, assigned to build an electronic camera 1978 – granted patent for digital camera 2001 – first public disclosure of project

Eastman Kodak company

1975 – developed the digital camera 1976 – 90% market share of photographic film sales in the US 2001 – first public disclosure of digital photography project 2012 – filed Chapter 11 bankruptcy

Innovative disruption

Over time, simpler and cheaper technology improves to a point that it displaces the incumbent. Kodak is an example of a disrupted company. Christiansen argues that technology, and especially the on-line course, is the disruption enabler in higher education.

New initiatives that challenge status quo

1. The University of Phoenix - 450,000+ students.

• Faculty: no tenure, lower salaries, lower qualifications, no

research

2. DIYU (Do It Yourself University)

3. Peer to Peer University - http://p2pu.org/en/

4. Udacity (700,000+ students in fall 2012)

5. EdX - http://www.edxonline.org/

6. Coursera - https://www.coursera.org/ (1 million students in fall 2012)

7. Straighter line

8. Academic Partnerships – Randy Best and Associates

9. Open Learning Initiative – Carnegie Mellon University

10.Khan Academy

11.iTunes University

12.TED-ED (www.ted.com)

Breakdown of where Coursera’s 1 million students live

http://chronicle.com/blogs/wiredcampus/coursera-hits-1-million-students-with-udacity-close-behind/38801. August 10, 2012.

Private sector involvement

http://chronicle.com/article/A-Boom-Time-for-Education/131229/

Potential Changes in Course Models

Courses offered collaboratively

Private/public partnership model – universities partner with private

sector entities to jointly offer programming (ie. e-texts, course

cartridges).

Course Redesign (“Flipped courses”)

Massive Open Online Courses (MOOCs) – How do we use this

resource?

Blended courses

Increased program flexibility (3 yr BS, 8 week courses)

Increase efficiency Average class size

University goal: 26 by 2014

AY10 AY11 AY12

Series1 21.2 22.9 24.0

20.0

21.0

22.0

23.0

24.0

25.0

26.0

27.0

28.0

ave

. cla

ss s

ize

SE Average Section Sizetrend analysis

SCH generation per faculty FTE University goal: 312 by 2014

AY10 AY11 AY12

Series1 82% 87% 90%

70%

75%

80%

85%

90%

95%

100%

% o

f SC

HR

Go

al

SE SCHR Targettrend analysis

Winter intersession A new model for program delivery

2011 pilot 2012

Courses 11 28

Students 262 665

Faculty 9 21

Characteristics: • One 3 credit course between fall and spring semesters • 100% online • Managed course selection

Outcomes: • Accelerated student progress toward graduation • High degree of faculty and student satisfaction • No impact on subsequent spring enrollment • Net positive revenue generation • Increased faculty salary

Summer session A renewed emphasis for program delivery

2010 2012

On-line SCH 8867 12,827

F2F SCH 7077 3107

Total SCH 15,944 15,865

Outcomes: • Expanded flexibility, programming and offerings • ~70% online for 2012 • Faculty salary based on enrollment • No Pell funding in 2012 • Students report similar satisfaction, learning, rigor as in

long semesters • 0.25 SCH reduction in students’ fall load

Additional 2012-13 Initiatives

Implement “Univ. of 2020” goals

Strategic planning

New LMS

Reaffirmation of accreditation

SLOs – Fall 2012: in syllabi, assessed and reported for every course

Faculty Handbook policy and procedures

Efficiency initiatives (class-size, workload, alternate assignments, etc.)

2012 Financial Developments: $750,000 addl. equipment allocation to academics

(+$250,000 college cost share)

Increased lab fee for specified courses

Increased professional development funds for faculty

1.75%faculty raise (+.75% ppm) , 2nd consecutive yr

RNTT merit raise increased from $1200 to $2000

$90+ million in campus physical plant improvements

~40 new faculty hires

Summary: We are in a time of exciting, revolutionary change

in higher education.

Southeast is proactively engaged in these changes.

Faculty Senate is playing a key leadership role

keeping the University effective and responsive.

Thank you for your hard work, creativity, ideas,

energy!