Hardly a day passes without a major new challenge for campus leaders. A change in federal policy, funding streams in peril, a sudden legal issue—any of these can put senior administrators in firefighting mode. At the same time, it’s critical to keep moving forward, positioning the institution to prosper in an era of shifting demographics, increased competition, growing price sensitivity and tighter budgets.
Trying to advance these priorities while addressing the “crisis du jour” can be overwhelming.
Beyond immediate issues, leaders must ask themselves what the institution could look like in 5 to 10 years? What types of students will it engage? How will learning be delivered? What other activities will be central to the mission? How will the business model evolve accordingly?
To answer these questions, institutions are tapping the expertise of their professional, continuing and online (PCO) education units, and their leaders, typically seasoned administrators effective at serving today’s students with an entrepreneurial approach to expanding enrollments.
It Starts with a Conversation
To get the conversation started, here are three realities currently reshaping the higher education landscape—and associated questions for stakeholders to consider in crafting the best path forward.
KEY QUESTIONS TO ASK
How do we ensure our institution is as effective in serving working adults as traditional students?
Traditional enrollment, financial aid and other operations are aligned with full-time, degree-seeking students. Align policies and procedures to meet the needs of all students.
In today’s highly competitive environment, how do we leverage our distinctive offerings?
Take the unique features and assets that set your institution apart and develop programs that leverage those strengths. Design portfolios where your distinctive mix of faculty expertise, industry relations, alumni networks, geographic location and other attributes make you the go-to provider.
How can we strengthen collaboration with employers to maintain relevant curricula?
Strong employer partnerships are essential for aligning program offerings with workforce needs. While labor market data can inform priorities in program planning, only direct employer feedback ensures that programs continue to meet demands in rapidly evolving industries. Consider how to increase the scope of your industry partnerships.
Can we add higher lifetime value by expanding enrollment management across the student lifecycle?
Every student is a potential lifetime customer. Unfortunately, the traditional higher education model treats the student lifecycle as lasting 4 to 6 years, not 40 to 60. Expand marketing, enrollment, retention and re-enrollment capabilities targeting potential students at every point of their lifelong educational journey.
KEY QUESTIONS TO ASK
How can we create an entrepreneurial culture?
Thriving institutions operate like innovative companies. Test new ideas, with an eye towards quickly scaling what works and scuttling what doesn’t. Identify leaders that are customer focused, adaptable and constantly aware of the bottom line.
How should we balance institutional goals with unit-level success?
The strongest leaders must balance institutional goals with unit-level autonomy, and innovation with economies of scale. Define a coordinated approach to innovation, aligned with a shared vision and administrative structure.
Do we need a Chief Online Learning Officer?
Many forward-thinking institutions have created the role of Chief Online Learning Officer (COLO) to address institutional silos around online learning and advance a shared vision. Much as the role of CIO emerged a generation ago to bring strategic coherence to a rapidly evolving technology landscape, the COLO is empowered to operationalize the vision for borderless delivery of lifelong, personalized education.
The Transformative Power of Online and Professional Education
PCO units have long been incubators for new ideas. They are platforms for testing and scaling innovation, adept at delivering ROI across a broad range of student populations. Tapping PCO leaders to drive institutional evolution is a great way to balance the future with the now.
Leaders in online and professional education are addressing our current enrollment cliff, provided academic continuity during the pandemic, and diversified revenues during the Great Recession. As the higher education environment becomes more tumultuous, leverage that expertise to keep institutional evolution on track.
Start by engaging key stakeholders in online and professional education in a conversation about the institution’s vision. Once a common vision of the future is set, empower PCO leaders to engage with their counterparts across the institution to advance the work. These leaders and their units are accustomed to operating independently, with limited support from centralized functions. There’s no better group to stay focused on the horizon as the institution navigates the current storm.