Major Updates

Recently Proposed Distance Education Regulations, Changes to Third-Party Servicers, Incentive Compensation, Are Unlikely to Move Forward
The Department of Education’s recent negotiated rulemaking session aimed to revise key regulations, including those related to distance education. However, consensus among stakeholders wasn’t reached, leaving the Department to decide on proposed language. While some, like distance education, were selected for advancement by the Biden Administration, others—such as state authorization and accreditation—were postponed for future rulemaking.

The Department missed the November 1st federal calendar deadline to release the final distance education rules, which if released by then could have been implemented by July 1, 2025, however missing that deadline means if the rules are to be released, any potential implementation would not occur until July 1, 2026. A separate set of rules were imagined to be worked through by the outgoing administration earlier this summer, including reworking third-party servicers and incentive compensation. Although the Biden administration could still finalize these rules before leaving office, the incoming Trump administration would likely want to overturn them through executive or congressional action.

Had the election gone differently, these regulations might have been prepared for implementation. However, under the current political landscape, their chances of being finalized, and then also their eventual survival are slim. Still, taking note of these proposals remains crucial, as their potential impacts could resurface in future discussions. Other policies like Gainful Employment (GE) and Financial Value Transparency (FVT) could also be on the chopping block. 

 

Linda McMahon Nominated as Trump’s Pick for Education Secretary

Donald Trump has announced Linda McMahon, Chair of the Board at the America First Policy Institute (AFPI), as his nominee for Secretary of Education. Previously, McMahon served as Administrator of the Small Business Administration under Trump from 2017 to 2019. Earlier in her career, she was President and CEO of World Wrestling Entertainment (WWE). If confirmed, McMahon’s policy priorities may reflect AFPI’s recent work in higher education, which can be explored here. Notably, she authored a September op-ed advocating for Pell grants to support short-term training programs, which may indicate where her efforts in the incoming administration will be focused. Read more.


Other News

 

Military-connected students (veterans, active duty service members, National Guard and Reserves members, and their families) represent a valuable but often overlooked demographic in higher education. These individuals bring a strong sense of purpose, discipline, and a commitment to service to campus—qualities that make them outstanding students and future leaders.

As higher education institutions seek to diversify and enrich their student bodies, attracting military-connected students through targeted and research-based marketing strategies is essential. Below are practical approaches for recruiting and enrolling military-connected students, supported by best practices from the field.

Understanding the Military-Connected Student Demographic

Defining the Student Profile

Military-connected students, including active-duty personnel, veterans, and those serving in the Reserve and National Guard, share unique characteristics that set them apart from the traditional student population. A 2023 American Council on Education (ACE) report revealed more than 50 percent of undergraduate military students identify as students of color; their average age when starting postsecondary education is 23 years, and 32 percent are first-generation college students. These students typically prioritize flexibility, career-oriented programs, and a strong support network on campus.

Key Traits:

  • Goal-Oriented: Military-connected students typically have clear educational and career goals.
  • Experienced: Many bring real-world experience and leadership skills developed during their service.
  • Community-Focused: A strong desire to engage in and contribute to campus life is common.

Conducting Market Research

Analyzing Existing Data

Effective marketing begins with understanding your current military-connected student population. Data collection and analysis are crucial steps in identifying what attracts these students to your institution and keeps them engaged.

Data Points to Consider:

  • Enrollment Trends: How many military-connected students are currently enrolled? Has this number increased or decreased over the past five years?
  • Retention Rates: Are military-connected students staying enrolled at similar rates to other students? If not, why?
  • Program Preferences: What programs or majors are most popular among military-connected students?

Local Demographics and Military Installations

According to the US Department of Education’s National Center for Education Statistics (NCES), roughly 820,000 undergraduate students in the US are “military learners,” with veterans accounting for 52% of that total. Geographic proximity to military installations offers a strategic advantage in recruiting these military-connected students.

Actionable Steps:

Identify Local Installations: Know the major military bases near your campus and their population demographics, including active-duty personnel, veterans, and military spouses and children.

Tailor Marketing Efforts: Develop marketing campaigns that speak directly to the needs and aspirations of these populations, highlighting programs that align with military training and experience.

Establishing Strategic Partnerships

Collaborating with Military and Veteran Organizations

Partnerships with reputable military and veteran-supporting organizations can significantly enhance your outreach efforts. Aligning your institution with these organizations can also help you gain credibility and expand your reach within the military community.

Potential Partners:

  • Veteran Service Organizations (VSOs): Groups like the Veterans of Foreign Wars (VFW) and Student Veterans of America (SVA) are deeply embedded in the military community.
  • Military Spouse Groups: These organizations can help you connect with spouses looking to further their education.
  • On-Base Education Offices: Collaborate with these offices to provide resources and information directly to service members.

Offering Incentives

Providing exclusive benefits to military-connected students can set your institution apart from competitors. The US Department of Veterans Affairs reports that the GI Bill®️ benefits over 700,000 students annually, but sometimes, veterans need more assistance to complete their degrees.

Ideas:

  • Scholarships: Offer scholarships specifically for military-connected students.
  • Tuition Discounts: Provide tuition discounts for active-duty personnel, veterans, and military spouses.
  • Credit for Military Experience: Communicate how military training and experience can translate into academic credits.

Hosting On-Base Workshops and Information Sessions

Engaging Directly with Military Personnel

In-person engagement remains among the most effective recruitment strategies, and word-of-mouth in this community is among the highest drivers of interest. Hosting workshops and information sessions on military bases allows your institution to build trust and provide valuable resources to potential students.

Workshop Topics:

  • Navigating the Application Process: Demystify the application process and offer tips tailored to military-connected students.
  • Understanding Financial Aid: Provide detailed information on utilizing GI Bill®️ benefits and other financial aid opportunities.
  • Career Development: Explore how your institution can help military-connected students transition to civilian careers.

Showcasing Military-Friendly Policies

Highlighting Support Services

Military-connected students often face unique challenges, from adjusting to civilian life to balancing family responsibilities with their studies. Institutions that provide robust support services can significantly enhance the college experience for these students.

Essential Services:

  • Veteran Centers: Dedicated spaces where military-connected students can find resources, connect with peers, and receive support.
  • Counseling Programs: Mental health services tailored to the specific needs of veterans and their families.
  • Credit Transfers: Clear policies for transferring military training and experience into academic credits.

Utilizing Digital Marketing Strategies

Social Media and Content Marketing

Social media platforms offer a dynamic way to reach military-connected students. According to SheerID, over 90 percent of service members and military spouses are active on at least one social media platform, making it a vital tool for engagement.

Content Ideas:

  • Success Stories: Share testimonials from current military-connected students, alumni, and faculty to create a sense of community.
  • Live Events: Host webinars and live Q&A sessions that address the unique concerns of military-connected students.

Leveraging SEO and Email Marketing

Optimizing your digital presence ensures that military-connected students can easily find your institution when searching for educational opportunities.

SEO Tips:

  • Keyword Optimization: Use relevant keywords like “veteran-friendly colleges” and “veterans education programs” to improve search engine rankings. Analyze and test your efforts. Iterate based on results.
  • Landing Pages: Create dedicated landing pages that speak directly to military-connected students, offering tailored information.

Email Marketing Best Practices:

  • Segmented Lists: Divide your email list based on military status, educational interests, and career goals to deliver personalized content.
  • Automated Follow-Ups: Implement automated email sequences to maintain engagement with potential students throughout enrollment.

By embracing these strategic, research-based approaches, higher education institutions can effectively recruit and support military-connected students. As the landscape of higher education continues to evolve, institutions that prioritize the needs of military-connected students will be well-positioned for long-term success.

 

Virtual Veterans Communities (VVC) is a mission-driven organization dedicated to improving higher education and employment outcomes for military-connected students. We exist to support institutions serving the students who serve our country. Whether you need a proven approach to on-base marketing, a turnkey online community, one-on-one coaching for military-connected students or team development, VVC stands ready.

 

Marketing cost per inquiry (CPI) is a primary signifier of how well your marketing is performing, but it has historically lacked a critical aspect that makes it a valuable barometer for success: its very own benchmark.

Search Influence and UPCEA have addressed this crucial gap in higher education marketing with our Marketing Metrics Research Report: What Gets Measured Gets Managed. This research report sets a nationwide benchmark for cost per inquiry for continuing and online education marketing. By establishing this benchmark, we aim to inspire more universities to understand and calculate their CPI and use cost metrics to effectively optimize their marketing strategy.

The data includes what your peers are paying per inquiry or lead for graduate, undergraduate, and non-credit programs. 

Higher ed marketers looking to optimize your strategy and your results can compare their own CPI to the benchmarks to assess if they are delivering leads to the university at, above, or below the cost achieved by other universities. Ultimately, taking action based on trends in  CPI can boost your university’s enrollment. 

Understanding Cost Per Inquiry in Higher Education Marketing

CPI measures the financial investment to generate a single inquiry or lead. Measuring and analyzing CPI is a must for educational institutions to strategically allocate their marketing budget and improve their engagement with prospective college students.

For higher education marketing, CPI measures the costs associated with getting potential students to take that first step and engage with your institution – filling out an interest form, scheduling a tour, booking a meeting with an advisor, downloading a brochure, or even starting an application.

Typically, universities include media spend in their CPI calculation. 38% also include agency fees. 46% include all marketing expenses (excluding salaries).

Cost Per Inquiry (CPI) measures how much a university must spend to get a prospective lead | 2024 Higher Education Marketing Metrics Study | UPCEA and Search Influence

The Importance of Measuring Cost Per Inquiry in Higher Education Marketing 

Measuring CPI steers your digital marketing campaigns toward success. This metric empowers you to gauge your efficiency, optimize your budgets, and make data-driven decisions along the way.

By demonstrating the value of your lead expenditures, CPI helps you:

  • Gain Confidence in Inquiry Generation: If you’re like 50% of marketers in 2023, lead generation is among your top goals. But how do you know you’re driving leads effectively? In measuring CPI, you gain confidence that your marketing efforts are attracting the right number of inquiries, in line with your goals. 
  • Benchmark Against Industry Standards: CPI enables you to benchmark your marketing results against industry standards, ensuring your strategies meet or surpass the average performance in your sector.
  • See the Big-Picture Perspective: Understanding CPI provides a wide-ranging, thorough view of your marketing campaign’s success. This insight is crucial for recognizing when higher CPIs might be justified for specific programs or campaigns or for experimenting with innovative marketing approaches.
  • Judge Realistic Vendor Promises: Utilizing CPI helps verify the accuracy and realism of claims made by external vendors, helping you to align their promises with achievable targets and industry benchmarks.

As the education sector continues to evolve, you need to understand and harness the power of CPI to stay competitive and achieve your institution’s marketing goals.

Search Influence and UPCEA’s CPI Benchmark 

Since becoming an UPCEA Platinum Partner in 2022, Search Influence has worked with UPCEA to make higher education marketing success—from search engine optimization to paid advertising— more accessible.

Our latest collaboration established a credible, industry-specific benchmark for both cost per inquiry and cost per enrolled student. 

Utilizing our CPI Benchmark Survey, we collected input and data from a range of higher education digital marketers on the metrics they use to track their success, cost per inquiry and cost per enrolled student by program type, what they include in their calculation, and satisfaction with their success and ability to track the success of their marketing. 

Our research study showed that 92% of those who are satisfied with their ability to track also report satisfaction with the performance of their marketing campaigns. This reinforced the critical importance of industry benchmarks to improve higher education marketing performance.

According to the study, the benchmarks for key marketing cost metrics, cost per inquiry and cost per enrolled student, are:

$140: Cost Per Inquiry Benchmark 

  • $128: Undergraduate programs 
  • $157: Graduate programs 
  • $51: Non-credit programs 

$2,849: Cost Per Student Benchmark 

  • $1,505: Undergraduate programs 
  • $3,804: Graduate programs 
  • $599: Non-credit programs

$140 online & professional education marketing cost per inquiry benchmark | 2024 Higher Education Marketing Metrics Study | UPCEA and Search Influence

 

From media spend to agency fees, multiple key players factor into CPI — and not all apply to every university. We hope that, armed with an industry-standard benchmark, more universities will measure their own CPI and be more cognizant of what’s included. 

Not sure what your institution’s CPI looks like? Our beginner-friendly CPI Worksheet was designed for marketers looking to make the most use of your budget. Fill out the worksheet to see how you can calculate with confidence and compare it to a wider industry standard.

A CPI Optimization Success Story With Tulane University

Chart showing Optimizing Marketing Spend Efficiency with CPI Awareness from June 2022 to June 2023

Search Influence’s work with the Tulane School of Professional Advancement (SoPA) presents a compelling case study in CPI optimization.

For over five years, our team closely tracked the university’s monthly CPI. Over the 2022-2023 fiscal year, we emphasized optimizing their costs downward. This initiative, grounded in strategic decision-making and precise execution, yielded extraordinary results — surpassing any initial expectations set at the start of this ambitious goal. 

After just one year, we witnessed nearly double the inquiries while marketing with a budget similar to previous years.

Although we lacked a trusted CPI benchmark, our focus on CPI and its optimization enabled us to lower it by nearly half in a year, which resulted in 2x as many inquiries for a very similar marketing spend. 

Together with Tulane SoPA, we keep a pulse on this data monthly, giving us confidence and understanding as the numbers fluctuate. It also serves as a jumping-off point to look at deeper metrics, like lead quality and conversion ratios, as the prospective student moves through the enrollment funnel.

What can your institution make possible with the power of CPI calculations?

Learn More About CPI Benchmarks in Higher Education Marketing 

Effectively measuring CPI isn’t a guessing game, and neither is establishing a nationwide benchmark for it. Together with UPCEA, we used the power of real-world data to create the first-ever industry standard, one that will revolutionize the way we look at higher ed marketing success. 

Need more information about calculating your institution’s cost per inquiry and cost per enrolled student? 

Utilize our CPI Worksheet to optimize your higher education marketing campaigns with data-driven decisions. 

And gain even more in-depth insights into your marketing metrics and their associated costs with our Marketing Metrics Research Report: What Gets Measured Gets Managed.

 

Paula French is a Director at Search Influence, a leading digital marketing agency specializing in higher education. With over 15 years of experience crafting and leading digital marketing campaigns for major organizations, Paula has a proven track record of helping institutions like Tulane School of Professional Advancement effectively reach and engage their target audiences.

A person (Jim Fong) smiling

By Jim Fong

Higher education is facing its greatest challenge in decades. Our field may be at a transformational cusp where the transactional currency for education may shift from credits to competency, competency dictated by new, to-be-determined factors, shaped by our evolving economy, as well as the political landscape. Historically, and for the era, 120-credits was a fairly strong predictor of either workplace mobility and earnings, job security and advancement, or societal success or acceptance. Up to the turn of the century, it was a metric or standard that provided a high degree of certainty for many industries and companies. At the turn of the century, more professions added certifications and licensure to their fields, such as when the International Organization for Standardization (ISO) accredited the project management certificate in 20071 and Six Sigma became more prevalent in the late 1990s. Will the next four years change the trajectory for higher education degrees and educational offerings?  

My 2018 predictions2 state a shifting of influence from the institution to employers and learners. More importantly, my 2023 predictions were focused on new credentials and organizational change and are still holding course for the future. Even with potential major changes on the horizon, many of my 2023 predictions are relevant for 2025. Here’s a quick look at my original 2023 predictions (in bold) and what it means for 2025.  

  1. More financial pressures centrally at institutions will fuel more external revenue-generating activities. This prediction will most likely be the case each and every year for the next five plus years. In fact, with a new presidential administration on the horizon, it is likely that this will accelerate and that revenues will be less predictable. In 2024, many institutions suffered from the FAFSA debacle. While that issue has largely been resolved for 2025, two scenarios could result: 1) students may sit on the sidelines given a lack of confidence in receiving aid and potential instability of the higher education, or 2) we may see a short-term uptick in enrollments for students who did not enroll due to financial aid issues in 2024. Overall, it is likely that online and professional education units will be looked at as additional revenue streams to assuage potential turmoil centrally. 
  2. More younger students will enroll directly into fully online degrees. While some UPCEA institutions reported that, albeit small, the numbers of students directly enrolling in fully online degree programs increased, the trend may continue in 2025. However, one major development may stifle growth in this segment: declining confidence in our education system and with public perception. The Gallup Organization reported a 36% decline in confidence in higher education from 2015 to 20233.   
  3. When it comes to new programs, institutions will focus more on pathways, as opposed to one-off opportunistic programs. This prediction will still be true, as one approach to create more value in a higher education investment by the learner and their family is to better connect the curriculum to the profession. This prediction will likely hold true for the better part of the current decade. 
  4. Degree completion and welcoming the disengaged student will become more and more important. This 2023 prediction is likely to become a top priority for many institutions in 2025 as colleges and universities work to preserve the degree. The success of this prediction will be dependent on stackability and prior-learning initiatives. 
  5. Stackability will become more acceptable. Yes, it will. It is likely that stackability will be a necessary component as one works towards a degree or banks the credit certificate in their future virtual education wallet to be applied to a degree later. Many institutions have made great progress in stackability and how microcredentials fit in the occupational pathway. 
  6. Earning or preparing for industry certification on the way toward a degree. As progress is being made with stackability and towards stronger corporate and education industry partnerships, so will earning industry certifications. With a new administration on the horizon, it is likely that this prediction will only accelerate over the next few years. 
  7. Badging will continue to advance, but with a slow adoption rate. I believe that this prediction has come true and has stabilized. While the conversation around badging has slowed, acquiring the badge or skill continues to be important, especially for employers and those seeking to upgrade their abilities for the new economy. The incoming president also made mention of a new potential initiative called the “American Academy,” which may also accelerate badging, microcredentials, and prior learning efforts underway at colleges and universities. 
  8. Challenges/changes to the accreditation process. At the time of this blog, the incoming president made a speech that stated that he would overhaul, fire or replace “radical left accreditors.” While the focus that he and others in his circle disagree on is curriculum, it is unclear as to what he will actually carry out and how he does it. Regardless, reflecting on just the advancements in microcredentials and the discussions happening at the 2024 UPCEA/AACRAO Convergence conference, accreditors were being challenged with how they were to address new ways of learning, and the credentials associated with it. Accrediting bodies are responsible for ensuring that an institution is offering quality teaching and learning among other services. The acceptance and momentum of microcredentials was a developing challenge for accrediting agencies. A new presidential administration puts further pressure on accreditors. 
  9. Improved efficiencies that impact revenues and reduce costs will be in focus. Financial pressures are going to challenge colleges and universities in the near future and likely beyond. It is likely that cost reduction will be an ongoing theme for most institutions and that few will have significant reinvestment funds. 
  10. Marketing and enrollment management processes will improve in 2023. While this prediction, I believe was true for 2023 and 2024, the most recent election shows that marketing and communication to young adults has shifted, and new technologies continue to evolve. Some institutions will leverage artificial intelligence in “matchmaker” and new prospect identification. Institutions will also get better in 2025 at using social media and influencer strategies to reach potential students. When inquirers finally engage with an institution either through their websites, a video or telephone call or other format, the lead will be better nurtured. Institutions will embrace their leads more, as competition increases and the traditional learner market contracts. 
  11. Staffing the progressive professional, continuing and online education unit of the future will also be a challenge in 2023 and beyond. All departments and academic units will face staffing challenges moving forward.  Some may contract or redeploy staff to other areas. Others may adopt technologies to fill in the gaps. New innovative staffing models may also arise. There is no denying the fact that institutions will be financially challenged moving forward and the impact of this will be staffing freezes or reduction for many colleges and universities. However, the online and professional education units may be looked at more progressively and as revenue centers and may grow as a result, as will other revenue centers or services, such as marketing, enrollment management and curriculum development. While many futurists have predicted that artificial intelligence (AI) can replace these individuals, it is unlikely in the near term. 

What is clear is that many of my 2023 predictions are still on course, but with some exceptions and with greater acceleration in many cases. For me, while I am uncomfortable about the future of the industry that I love, I am happy that the UPCEA community forged a strong path in microcredentials, pushed the boundaries of stackability, unfolded new leadership and professional development programs, invested in marketing and enrollment management, and developed new partnerships, such as with our friends at AACRAO and with corporate providers. As I reflect on where we could have invested seven or eight years ago, I believe these efforts have only strengthened us in the face of the upcoming challenges. It is a tribute to our UPCEA community of institutions and partners, leadership and staff that we are as prepared as we’re going to be for imminent change. 

 

A number of factors are converging to create a huge storm of change in higher education this coming year. Generative AI (GenAI) advances, massive federal policy shifts, broad societal economic changes, and the demographic cliff combine to create uncertainty today and change tomorrow.

What are the changes we can predict today, and how can we best prepare to respond and adapt to these sweeping changes?

One of the more positive changes will come with the ever-advancing GenAI technologies. We already have seen chatbots provide support for tutoring and associated personalized learning. The coming year will see more refined and expanded research support with a myriad of functions. There was some concern raised on the plagiarism front when ChatGPT first emerged. Fortunately, that has subsided as faculty have adopted pedagogies that enable accurate assessments.

Coming in 2025 will be the widespread use of agentic AI. As described by Nvidia:

The next frontier of artificial intelligence is agentic AI, which uses sophisticated reasoning and iterative planning to autonomously solve complex, multi-step problems. And it’s set to enhance productivity and operations across industries. Agentic AI systems ingest vast amounts of data from multiple sources to independently analyze challenges, develop strategies and execute tasks like supply chain optimization, cybersecurity vulnerability analysis and helping doctors with time-consuming tasks.

This development will enable longer-term and more complex projects that require reasoning to be completed by GenAI. We will be able to give complex tasks to our enhanced apps. For example, we can suggest that it develop an expanded course syllabus featuring the dynamic inclusion of the latest developments in the field, while creating interactive databases and simulations. In this case, we can also, at the same time, ask it to examine the syllabi for pre-requisite courses as well as more advanced courses to ensure the new course fits optimally into the curricular flow. In addition, we will be able to ask for a comparison to curricula offered by competing universities and projected needs for such skills and knowledge in business and industry. These tasks can evolve into daily monitoring of the course to analyze performance in the class, suggesting improvements as it progresses.

As Microsoft CEO Satya Nadella is reported in AI Newsroom:

AI is transforming how we learn and work, with implications for every industry. He envisions a world where AI tutors are accessible to everyone, enabling a deeper, more personalized learning experience. “The big novelty is that every student can now have access to a personalized AI tutor throughout their life.” This unprecedented access to knowledge, combined with the flexibility of tools like GitHub Copilot, opens doors for students, professionals, and lifelong learners. On the future of work, Nadella emphasizes that AI’s purpose isn’t to eliminate jobs but to improve the quality of work. By automating tedious tasks, AI allows professionals to focus on higher-value activities.

A less-positive impact on colleges and universities from the advances in GenAI in the coming year is the potential for businesses to expand their own e-learning platforms to provide training to their employees rather than outsourcing that learning to the higher education institutions. Cypher Learning earlier this month predicted:

Personalized workplace development will become the new standard, displacing old-school, one-size-fits-all training. With hang-onto-your-hat speed, personalized training is accelerating rapidly, becoming more feasible both economically and logistically for large enterprises with thousands of employees. Modern learning platforms, powered by conscientiously deployed AI, drive this shift, allowing companies to provide dynamic, on-demand upskilling tailored to individual needs. By 2025, we’ll see bite-sized lessons seamlessly fitting into unique workflows, empowering companies to reduce worker-error rates, boost competitiveness, and turn workplace development from a cost center into a value-generating engine.

The newly-elected administration in Washington promises major changes in the regulation, administration and future of higher education. As reported by Natalie Schwartz in Higher Ed Dive:

Donald Trump has been elected the next president of the U.S., setting the stage for dramatic changes to the policies and regulations that impact colleges once he returns to the White House in January. Trump campaigned on several polarizing higher education proposals, including vowing to shut down the U.S. Department of Education and roll back the Biden administration’s contested Title IX regulations, which provide protections for LGBTQI+ students…. ‘So far, it hasn’t looked like even a lot of Republicans in Congress want to do that,’ said Jonathan Fansmith, senior vice president of government relations and national engagement at the American Council on Education, the higher education sector’s top lobby. Sweeping regulatory changes, meanwhile, are all but certain. ‘There is a lot of area for the administration to exert its authority and its will through administrative action where they need nothing from Congress to do it,’ Fansmith said.

Broad international economic changes are promised through the use of tariffs by the incoming administration.  Ryan Ermey of CNBC writes:

President Trump has said he plans to install a blanket tariff of 10% to 20% on all imports, with additional tariffs of 60% to 100% on goods brought in from China. In the September Presidential debate, Trump characterized the plan as a way to extract money from rival nations. A sweeping tariff policy will kill two birds with one stone, Trump says: It could find a new source of revenue for the U.S. government, which could offset losses from lowering or eliminating certain forms of income tax, while extracting money from rival governments.

These tariffs will bring uncertain impacts on the cost of goods, resulting in hits to the income of potential college students and their families as they consider college affordability. It also is likely to increase the operating costs of universities by raising costs of goods, at least in the short term.

Meanwhile, the long-predicted demographic cliff is to arrive in 2025 as reported earlier this year in the Chronicle of Higher Education:

The consensus view is that America will hit a peak of around 3.5 million high-school graduates sometime near 2025. After that, the college-age population is expected to shrink across the next five to 10 years by as much as 15 percent. For many colleges, like those in regions of the country that have experienced decades of declining birth rates, the fallout has been painfully self-evident for years.

The confluence of all of these disruptions in 2025 predict a challenging year ahead for higher education. Has your institution prepared for the fallout from these developments? Who is coordinating the response to these disparate trends? Are you following the trends and considering the implications for your career as well as for your department, college and university? I encourage you to closely follow industry publications such as Inside Higher Education, engage in professional associations such as UPCEA the online and professional education association, read relevant blogs, podcasts and credible posters in social media to ensure you can identify and track these storms of change that are on the verge of altering higher education. A hurricane of change is coming; now is the time to prepare.

 

This article was originally published in Inside Higher Ed’s Transforming Teaching & Learning blog.

New annual study provides key benchmarks, insights and recommendations for advancing online learning.

 

WASHINGTON (Nov. 19, 2024) – UPCEA, the online and professional education association, today announced the release of a new research report, “Benchmarking Online Enterprises: Insights into Structures, Strategies, and Financial Models in Higher Education.” The report, based on a comprehensive survey of 182 higher education professionals, primarily Chief Online Learning Officers (COLOs), offers valuable data and analysis to guide strategic decision-making for institutional leaders looking to sustain current online programming and create new opportunities for learners. The survey will be conducted annually, providing presidents, provosts, COLOs, and other senior leaders the vital information they need to ensure their institutions are competitive.

The report examines the structures, functions, finances, and policies of online education units across a diverse range of higher education institutions. It provides a detailed benchmarking framework that enables institutional leaders, online education administrators, and strategic planners to compare their online education efforts with peer institutions of similar size, type, online unit organization, and budget of the online enterprise. With online education continuing to play a pivotal role in expanding access and improving outcomes for learners, this report provides an essential resource for universities, colleges, and other educational entities committed to the growth of online learning.

 

KEY FINDINGS

The benchmarking study revealed several critical findings that highlight both the growth and challenges facing online education in higher education:

  • Financial Resources and Staffing – On average, online units report a budget of $8.6 million, with a median budget of $3.5 million. These units typically employ 32 full-time staff on average, with a median of 15, while also relying on external contracted services, particularly for marketing (71%) and recruiting (61%).
  • Program Portfolios and Focus on Graduate Offerings – The majority of online education units support graduate-level programs, including graduate degrees (84%) and graduate credit-bearing certificates (80%). However, there is also a notable presence of microcredentials (71%) and undergraduate offerings (68%) in many online unit portfolios, reflecting the diversified growth in online education.
  • Strategic Differentiators in a Competitive Market – Institutions prioritize program quality (85%), brand strength (74%), faculty expertise (73%), and effective marketing/enrollment (69%) to remain competitive in the online education market. Additionally, there is a growing focus on ensuring accessibility and inclusivity, with 44% of respondents strongly agreeing that their online units have effective strategies in place to support diverse student populations. 

STRATEGIC RECOMMENDATIONS

The report underscores the need for data-informed decision-making in shaping the future of online education. The findings demonstrate that, while online education has matured in many respects, there is still significant potential for growth, innovation, and improvement.

The study offers several key recommendations to help institutions strategically enhance their online education units: strengthen strategic positioning; advance inclusivity; commit to continuous benchmarking; and leverage AI thoughtfully.

 

INSIGHTS BEYOND THE REPORT

While the report covers several key areas in depth, it also highlights trends in the broader landscape of online learning that have important implications for institutional leaders:

  • Sustained Demand for Online Education – Despite a decline in online enrollments from the COVID-19 pandemic peaks, enrollments remain higher than pre-pandemic levels, reflecting a continued and sustained interest in online learning.
  • Adaptability of Online Education – The increasing frequency of campus shifts to remote or asynchronous learning in response to emergencies demonstrates the critical role that online education infrastructure plays in ensuring academic continuity. Online education units, supported by robust IT resources, have proven essential in adapting to changing circumstances and continuing to meet student needs.

“As we continue to navigate a rapidly evolving educational landscape, this report offers valuable insights for institutions seeking to enhance their online education programs,” said Robert Hansen, CEO of UPCEA. “It highlights the importance of strategic alignment, resource allocation, and innovation to meet the growing demand for flexible, high-quality learning experiences. The findings also underscore the role of online education in fostering greater access for learners—an area where continued attention and investment will be critical in the years ahead. This is a moment for higher education to leverage these insights and position online learning as a cornerstone of the future of education.”

UPCEA’s Benchmarking Online Enterprises: Insights into Structures, Strategies, and Financial Models in Higher Education provides a valuable reference for higher education leaders looking to advance their online education programs. By benchmarking against peers, measuring progress, and adopting innovative strategies, institutions can position themselves for long-term success in the evolving online education landscape, creating sustainable programs that meet learners’ needs.

 

REPORT AVAILABILITY & WEBINAR

For more information about the report or to access the full findings, visit https://upcea.edu/benchmarking-online-enterprises/.

UPCEA will discuss key findings from the report during a free webinar on January 21, 2025. Click for details and registration.

 

ABOUT UPCEA

UPCEA is the online and professional education association. Our members continuously reinvent higher education, positively impacting millions of lives. We proudly lead and support them through cutting edge research, professional development, networking and mentorship, conferences and seminars, and stakeholder advocacy. Our collaborative, entrepreneurial community brings together decision makers and influencers in education, industry, research, and policy interested in improving educational access and outcomes. Learn more about us at UPCEA.edu and follow us on social media @UPCEA.

 

CONTACT:

Molly Nelson, UPCEA Vice President of Communications, [email protected]

Higher education institutions, particularly those with online and professional continuing education (PCE) units, are increasingly tasked with balancing financial sustainability and operational efficiency in a resource-constrained environment. As student demographics shift and competition intensifies, institutions are looking for innovative ways to diversify their revenue streams while optimizing operations – this is no easy task.

The need for institutions to “do more with less” has become a common refrain in the education sector. Recent reports have emphasized the financial pressures institutions face, particularly as public funding declines and operational costs continue to rise. According to the National Center for Education Statistics (NCES), tuition and fees now account for a significant portion of revenue for many institutions, particularly as state funding has stagnated or decreased over time. As a result, institutions are increasingly reliant on generating revenue through alternative streams such as professional development programs, microcredentials, and partnerships with industries.

Even prior to the pandemic, higher education institutions were grappling with the reality of rising costs and operational inefficiencies. For example, a 2019 Deloitte report highlighted the fragmented processes of higher education institutions and the lack of technology infrastructure needed to automate administrative processes or leverage data for decision-making. These operational challenges were magnified during the pandemic, as many resource-constrained institutions were forced to pivot quickly to online learning. Many of these inefficiencies remain unaddressed today, and schools continue to struggle with financial constraints and staff shortages.

This context has made it essential for PCE units to adopt innovative revenue generation strategies and improve operational efficiency. Institutions are increasingly expanding their program offerings to attract new students, especially non-traditional learners such as working professionals and adult learners seeking career advancement. Research from the American Council on Education (ACE) suggests that non-traditional learners now account for a growing segment of the higher education market, with many seeking flexible, career-relevant programs that align with industry needs. A joint research initiative between UPCEA and ISACA reinforces industry demand and projections, highlighting the growing need for flexible, stackable educational offerings. In response to increasing demand for non traditional educational pathways, many PCE units have prioritized customizing their programs, developing microcredentials, and forging partnerships with corporate entities to address the evolving needs of today’s learners. However, resource constraints remain a major challenge.

Many institutions are operating with reduced staff and limited financial resources, particularly in the wake of the COVID-19 pandemic, which exacerbated financial strains on colleges and universities. A 2021 Educause Quick-Poll found that 63% of institutions were facing postpandemic IT budget cuts, leading to delayed investments in technology infrastructure. Even three years later, this has forced institutions to adopt more creative approaches, such as utilizing third-party content providers, automating administrative processes, and forming strategic alliances to share resources and reduce costs.

In this environment, it is clear that institutions must continue to adapt to ensure their long-term viability. By identifying scalable best practices and leveraging technology to enhance efficiency, higher education institutions can better navigate the financial and operational challenges they face. The findings from UPCEA and MindEdge’s new research offer a roadmap for institutions seeking to thrive in a competitive and evolving higher education landscape.

Download the full report.

A person (Andy Casiello) smiling

By Andy Casiello

The rapid evolution of technology is reshaping industries across the globe, and higher education is no exception. According to a 2023 survey by Inside Higher Ed, 73% of higher education institutions’ chief information officers believe digital transformation is crucial to their success in the next five years. As colleges and universities face a shifting landscape—characterized by increasing student expectations, the demand for flexible learning options, and a competitive job market—embracing technology becomes more vital than ever. Leveraging digital tools can facilitate personalized learning experiences, improve accessibility, and enhance student engagement, offering new possibilities for the future of higher education.

This blog will explore how chief online learning officers (COLOs) and other higher education professionals can use technology to transform teaching and learning. We’ll discuss topics like personalized learning, developing online and hybrid courses, and integrating cutting-edge technologies like artificial intelligence (AI). By addressing common challenges and offering strategic solutions, UPCEA aims to help institutions navigate the path toward a digitally enhanced education experience.

Technology Applications for Transforming Learning

Integrating technology into higher education is challenging. Common obstacles include bureaucratic structures, resistance to change, and limited resources. Many institutions face administrative inertia, where decision-making layers slow the adoption of innovative tools. Additionally, academia’s risk-averse nature often clashes with the dynamic, iterative process needed for technological advancement. Limited funding, exacerbated by this era’s enrollment cliff, further complicates the ability to invest in new platforms and training, leaving faculty and students to navigate outdated systems.

Despite these challenges, the potential benefits of digital transformation in higher education are significant. Technology can bridge gaps in learning and streamline administrative processes, benefiting faculty, staff, and students alike. It can provide data insights into student performance, support diverse learning needs, and open new collaboration avenues.

Building Blocks of an Innovative Culture

Personalized Learning Experiences

One of technology’s most transformative impacts is its ability to enable personalized learning. Tools like adaptive learning software, learning management systems (LMSs), and learning analytics allow institutions to create tailored learning pathways that adapt to each student’s needs and preferences. For example, platforms like Canvas and Blackboard track student progress and provide insights into areas where additional support is needed, ensuring that learning is not a one-size-fits-all process. It is critically important that higher education institutions have systems in place to catch students who struggle early on in a course or semester. Personalized learning systems can help with early-warning triggers, such as checking whether a student has logged into the LMS, participated in the coursework, received poor grades, or whether they have paid their tuition. All of these and many more data points can help an institution and its faculty understand quickly which students are in need of some assistance or remediation before it is too late to save that student’s progress. 

These platforms analyze student data to provide a more customized learning experience, identifying strengths and areas for improvement. However, with this data-driven approach comes the need for ethical considerations and data privacy. Institutions must ensure compliance with regulations like the Family Educational Rights and Privacy Act (FERPA) in the U.S. to safeguard student data.

Developing Online and Hybrid Courses

Online and hybrid learning models have risen significantly, especially since the COVID-19 pandemic. These models offer increased accessibility and flexibility, allowing students to learn at their own pace and from any location. Educators should incorporate multimedia content, interactive activities, and collaborative tools replicating the in-class experience to create engaging online courses. For instance, video lectures, discussion boards, and virtual office hours can foster a sense of community among online learners.

The transition to online learning presents challenges such as maintaining student engagement, building a sense of community, and ensuring accessibility. Addressing these issues requires thoughtful course design and inclusive teaching practices, such as providing captions for videos and incorporating principles from the Universal Design for Learning (UDL) framework.

Emerging Technologies and Their Potential

Emerging technologies like artificial intelligence (AI), virtual reality (VR), and augmented reality (AR) have the potential to revolutionize higher education. AI-powered tutoring systems, for example, can provide students with real-time feedback and personalized guidance, enhancing their understanding of complex subjects. Virtual reality simulations can immerse students in hands-on learning experiences, from exploring historical sites to conducting virtual lab experiments. Embedding gamification concepts into coursework, likewise, can immerse students in challenging and rewarding experiences that reinforce learning. 

AR can enhance traditional learning experiences by overlaying digital information onto physical environments, such as interactive anatomy lessons. As institutions adopt these tools, ensuring responsible and ethical implementation is crucial, prioritizing transparency and addressing potential biases in AI systems.

Few educational providers have the resources to fund development teams to create AI applications specifically for their coursework. However, these systems are evolving rapidly, and new applications will emerge that allow educators to integrate AI-related tools into their common LMSs. We recommend working with the educator’s instructional design and development teams to explore these tools and integrate some more basic examples of AI into their platforms. An example may be to integrate tools such as Adobe Firefly or DALL-E, both of which have text-to-image generation capability, into their literature or graphic arts coursework. Institutions might consider offering faculty stipends to integrate some basic AI capabilities such as this into their course development work. 

Implementing Technology Effectively

Faculty Development and Support

Speaking of faculty, institutions must invest in faculty development and support for technology to be successfully integrated into teaching and learning. This includes providing training on new tools and pedagogical approaches and fostering a culture of innovation and collaboration among educators. Faculty who feel confident using technology are likely to adopt new methods and enhance their teaching practices. Strategies such as workshops, online tutorials, and peer mentoring can help build faculty capacity and drive meaningful change.

Infrastructure and Accessibility Considerations

A robust technological infrastructure is critical for supporting digital learning. Reliable Internet access, cloud-based technologies, and secure data storage are foundational elements for any institution aiming to leverage digital tools. In addition to infrastructure, ensuring accessibility is paramount. Institutions must consider the needs of all students by creating inclusive learning environments. This is not only critical with regard to an individual student’s ability to successfully progress through a course, but it is a matter of law for institutions that benefit from accepting federal financial aid support for their students. Section 508 compliance isn’t simply a matter of institutions doing their best. They MUST provide platforms that serve students with accessibility concerns equally with all other students or face significant fines or loss of federal financial aid access.

Addressing these considerations ensures that technology serves all students equitably, minimizing the barriers technology can create and promoting inclusivity.

Evaluation and Continuous Improvement

Implementing technology is not a one-time effort; it requires ongoing evaluation and adjustment. Data-driven decision-making can help institutions measure the effectiveness of their technology initiatives and refine their approaches. Key performance indicators (KPIs) such as student satisfaction, engagement levels, and academic outcomes can provide insights into the impact of digital tools. By gathering feedback from faculty and students, institutions can make data-informed adjustments to continuously enhance the learning experience.

Challenges in Adopting New Technologies

Resistance to Change

Resistance to change is a common barrier when introducing new technologies in higher education. Faculty and staff may be skeptical of new tools, concerned about increased workloads, or reluctant to depart from traditional teaching methods. Addressing this resistance requires clear communication of the benefits of technology, ongoing support, and opportunities for faculty to see the positive impact on student outcomes.

Digital Divide and Equity Issues

Not all students have equal access to the devices and Internet connectivity needed for digital learning, creating barriers. Institutions can address this issue by offering loaner devices, providing technology grants, and implementing digital literacy programs to ensure all students can fully participate in online learning.

Cost and Budgetary Constraints

The financial costs of implementing new technologies can be prohibitive, particularly for smaller institutions with limited budgets. However, institutions can find ways to integrate technology effectively without compromising financial stability by prioritizing investments, seeking external funding opportunities, and exploring cost-effective solutions.

Data Privacy and Security Concerns

Data privacy and security are critical considerations when using technology in education. Institutions must implement robust security measures to protect student information and comply with data protection regulations. Transparent communication about data collection and usage practices can also build trust among students and faculty.

Recommendations to Overcome Challenges

  • Start with a Clear Vision and Strategy: A well-defined strategy ensures alignment with institutional goals and prioritizes initiatives that will have the most impact. Involve representatives of the faculty, instructional design staff, administration, IT, and accessibility offices in the strategy development exercise. Don’t get bogged down in planning for planning’s sake – think strategy vs planning.  
  • Foster a Culture of Innovation and Collaboration: Encourage open communication and knowledge-sharing among faculty, staff, and students to build a culture that embraces experimentation. Promote and support workshops and other events that advance this effort.
  • Provide Comprehensive Training and Support: Ongoing professional development ensures faculty can effectively integrate new technologies into their teaching. Faculty have limited time and incentive to single-handedly educate themselves in the wide range of available tools, concepts and functionality of the rather daunting number of “solutions” that are available in advancing their course design. Institutions must partner with the faculty to help support these efforts and bring them to reality.
  • Prioritize Accessibility and Equity: Institutions must ensure all students have access to the tools they need to succeed. Course tools and activities don’t work if all students don’t have access. Tools must be carefully reviewed for their potential vs cost of implementation to ensure that scarce resources are spent wisely on tools with broad capability and the ability to really positively impact learning. Assessment of these tools along the way is critical. Ensuring that your courses meet the WC3 WCAG accessibility standards and incorporating UDL principles and guidelines will go a long way toward improving content accessibility and inclusivity.
  • Emphasize Data Privacy and Security: Implement robust data protection practices and communicate them clearly to stakeholders. Data security cannot be dealt with as a secondary concern. While technology can assist institutions in better tracking student’s progress, real concerns arise as to how institutions are protecting the student data they are increasingly collecting.  
  • Evaluate and Adapt Continuously: Regular assessment allows institutions to refine their approaches based on feedback and evolving needs. 
  • Seek External Partnerships and Funding Opportunities: Collaborations with technology providers and educational organizations can provide valuable resources and expertise. UPCEA works to encourage partnerships between our corporate members and institutional partners. 

Conclusion

Technology can transform higher education by creating more personalized, accessible, and engaging learning experiences. By addressing challenges like resistance to change, digital barriers, and data privacy concerns, institutions can harness the potential of digital transformation to enhance student success. For chief online learning officers and higher education professionals, the journey toward effective technology integration involves not just adopting new tools but fostering a culture of continuous improvement and innovation. Embracing these opportunities can lead to a brighter, more inclusive future for students and educators.

 

About Andy Casiello

Andy Casiello, Ph.D., Strategic Advisor, UPCEA, served as Associate Vice President for Distance Learning at Old Dominion University (ODU), in Norfolk, Virginia, from 2002 to 2024. In this capacity, Casiello was responsible for all aspects of the University’s online learning operation, known as ODUOnline, including financial management, technical operations, instructional design, faculty development, student support, and marketing and enrollment. Under Dr. Casiello’s leadership, ODUOnline enrollment grew from 20,000 course enrollments annually to over 80,000, with 6,500 students attending ODUOnline full-time. Previously Casiello was Vice President of Technology for National Technological University in Fort Collins, Colorado, where he was honored with NTU’s Outstanding Achievement award in 1999. Prior to NTU, Casiello held the position of Chief Engineer for the Video Instructional Program (VIP), at the University of Massachusetts at Amherst. Casiello is also a member of the eight-person team that authored UPCEA’s Hallmarks of Excellence in Online Leadership.

Casiello has a Ph.D. in Higher Education Administration and a Master of Science in Instructional Design and Technology from Old Dominion University, Norfolk, VA, and a Bachelor of Science in Communications Media from Fitchburg State College (now Fitchburg State University), Fitchburg, MA.

Areas of expertise include administration of online program development, instructional design and technology, faculty development and training, technology for online education, budget development and management, online program marketing and advertising, digital media development, video and audio engineering, and photography. He is married and lives in Virginia Beach, VA, with his wife, Dr. Ana Redstone, and their children.

Effectively enrolling and supporting student veterans is more than a patriotic gesture—it should be a strategic priority. While colleges nationwide aim to diversify their student populations, student veterans offer a unique opportunity. These students are highly motivated and bring diverse experiences that can significantly enhance any campus community.

Here’s how colleges can implement cost-effective strategies to attract and support military students, transforming a socially responsible effort into a financially rewarding one.

The Potential of Student Veterans

Student veterans contribute a wealth of experience, leadership skills, and a global perspective that enriches classroom discussions and campus life. Many are first-generation college students from low-income backgrounds. Yet, they typically have higher degree completion rates, carry higher GPAs, and are more likely to attend full-time than non-veteran students.

Student veterans’ maturity, life experiences, and diverse perspectives make them invaluable assets to an academic environment. Recognizing their contributions not only benefits campus culture but also strengthens the financial health of the institution.

Investing in Student Veterans

One key differentiator for student veterans is their access to robust education benefits, which reduces their need for additional financial aid and increases their chances of academic success. However, enrollment is just one part of the equation. Veterans face unique challenges that other students may not, making it crucial for colleges to understand and address them.

Institutions that successfully recruit and support military students are fulfilling their social responsibilities and investing wisely in a financially stable student demographic.

Effective Enrollment Tactics

  • Evaluate Your Current Military Engagement: Start by assessing your institution’s military population. Engage with colleagues or staff with military affiliations to gather insights about the experiences of military students. Identify what your institution is doing well and where you can make improvements. Hosting listening sessions with veteran students can provide valuable feedback. Understanding why they chose your college can reveal insights into word-of-mouth networks within the military community—a powerful tool for recruitment.
  • Target Your Marketing Efforts: Marketing on or near military bases should be a cornerstone of your strategy. Focus on installations close to your campus or near clusters of veteran applicants. Understanding why these veterans are drawn to your institution—whether it’s program flexibility or specific offerings for their military occupational specialty—can help refine your value proposition.
  • Simplify Admissions Processes: Streamlining admissions and recognizing military training as part of academic credentials can enhance your institution’s appeal to veterans and speed up their enrollment process.
  • Tailored Communication: Developing communication strategies specifically for veterans can be transformative. Leveraging word-of-mouth recommendations from well-supported veterans can amplify your efforts. Effective use of digital platforms and social media can ensure that your message of support and opportunity reaches military students.
  • Leverage Partnerships: Collaborating with local and national veteran organizations and utilizing VA resources can support veteran students without significant additional costs. Establishing relationships with military education offices and Morale, Welfare, and Recreation offices on bases can be crucial to this strategy.

Supporting Veterans: A Cost-Effective Investment

  • Veteran-Specific Programs: Implementing veteran-specific orientation programs can address these students’ unique challenges. Establishing a veterans resource center or dedicated support services can also significantly improve their campus experience.
  • Peer Mentorship Initiatives: Creating peer mentorship programs where veteran students support one another is effective and economical. Partnering with the Department of Veterans Affairs (VA) to facilitate a Veteran Ambassador Work-Study Program allows eligible students to earn wages while assisting fellow veterans, reducing the need for extensive staff resources.
  • Flexible Academic Policies: Adapting academic policies to accommodate the unique needs of active-duty military, National Guard, and Reserve members and their spouses can demonstrate your institution’s commitment to military-affiliated students. Allowing flexibility for service obligations can ensure continued enrollment and academic success.

The ROI of Supporting Veterans: A Mutual Benefit

Investing in student veterans yields substantial returns for colleges. Veterans are not only well-funded but also enhance the academic environment with their unique perspectives and experiences. Their success stories can elevate your institution’s reputation and attract future students. Additionally, by supporting student veterans, colleges can free up financial aid resources for other students, optimizing the use of university funds.

A Strategic Opportunity

Embracing student veterans is essential in today’s higher education landscape. Colleges should seize this opportunity to enhance their campuses culturally and financially by effectively supporting the students who have served our country.

 

Virtual Veterans Communities (VVC) is a mission-driven organization dedicated to improving higher education and employment outcomes for military-connected students. We exist to support institutions serving the students who serve our country. Whether you need a proven approach to on-base marketing, a turnkey online community, one-on-one coaching for military-connected students or team development, VVC stands ready.

Over the last three years, UPCEA engaged in an innovative partnership with the University of Wisconsin–Madison to enable the latter’s Distance Teaching and Learning (DT&L) conference to continue under UPCEA’s leadership. The partnership’s goals included making this valuable event for the distance learning community more sustainable and accessible to online practitioners focused on teaching and learning.

We learned over the course of the past three years that an in-person event is inaccessible to many instructional designers, academic technologists, and faculty due to a scarcity of travel dollars and time to devote to conference attendance.

After many conversations with various stakeholders, inclusive of Chief Online Learning Officers (COLOs) and the team at the University of Wisconsin–Madison, I can announce a new direction for the Distance Teaching and Learning Conference:

  • The conference will retain its acronym but be known as the Digital Transformation and Learning Conference – broadening the scope to be inclusive of all digital transformation efforts at postsecondary institutions.
  • The conference will be a virtual-only event, hosted each winter. The next conference will be February 4-6, 2026. Fill out this interest form to be notified when the DT&L Call for Proposals opens.
  • The conference will retain many of the historic DT&L elements: emphasizing digital teaching and learning, connecting online practitioners through networking, and highlighting the recipient of the Mildred B. and Charles A. Wedemeyer Award and Shauna Schullo Award for Best Distance Teaching Practices.

After two years of running concurrently with DT&L, SOLAR: The Summit for Online Leadership and Administration, will continue as a standalone event. The next SOLAR event is in Portland, Oregon, July 22-24, 2025.

Having engaged with the DT&L community for the past three years, I am in awe of the dedication, excitement, resilience, and innovation I have witnessed in the countless sessions and conversations I have experienced. I, along with Julie Uranis, and the entire UPCEA team, look forward to this new direction and exciting path forward.