Skeptical students and their parents don’t seem willing to pay full price for an experience similar to what they lived through this semester. If virtual learning is mandatory this fall, one survey found, two-thirds of students will expect discounts on tuition and fees. Some may avoid enrolling altogether.
Education experts who have been following higher education’s transition to remote learning say that colleges need to act now if they want to be fully prepared for the fall.
Colleges should start by evaluating what went well, and poorly, this spring, so they can start identifying gaps in training, planning, and technology, he says. They should also assess their campus resources to begin preparing instructors for the fall. They may find that instructional designers, academic-technology experts, and faculty members familiar with online tools and teaching are less effective because they are spread thinly across campus, not centrally deployed.
Effective online teaching, Wade says, depends more on building engagement than on mastering complicated technology.
At the University of Central Florida, Thomas B. Cavanagh, vice provost for digital learning, estimates that more than 80 percent of its 1,600 faculty members had received some form of professional development for teaching online before the coronavirus hit, ranging from self-paced training on how to use the learning-management system to the university’s 10-week online-course-design program. Given the need to rapidly prepare hundreds of instructors, says Cavanagh, the university is in the process of developing a streamlined three-week course, “essentials of online teaching,” through which it expects to train around 200 instructors. About 350 instructors will also take a short course called “teaching through lecture capture — Zoom edition,” he says.
But seldom has this level of attention from students and employees been so focused on the finances of their own campuses. It coincides with what polls disclose is falling public confidence in higher education. And given the results, it seems likely to create more, not less, mistrust.
Higher education has become a popular public target. Fifty-eight percent of people polled by the think tank New Americasaid colleges and universities put their own interests ahead of those of students. About the same proportion in a Public Agenda survey said colleges care mostly about the bottom line, and 44 percent said they’re wasteful and inefficient. And a Gallup poll found that more than half of Americans have only some, or very little, confidence in higher education.
We want to see greater transparency in how they spend our money. And it is our money, most of it,” since such a large percentage of the budget comes from tuition
Anna Egalite, assistant professor of leadership and policy at NC State. Previously, Anna taught elementary school and did a postdoc at Harvard. She’ll be writing about education-leadership research—what we know, where we have good intuitions, and where we’re still very much in the dark.
It’s back-to-school time and education reporters are highlighting stories about how school leaders are “leaning on data” to promote student learning, making administrative decisions that are “supported by a data-driven process,” and drawing on their experience in “data-driven instruction.”
Want to learn to code without paying up front? Programs such as Lambda School, App Academy and even Purdue University are experimenting with income-share agreements (ISAs), in which students agree to pay a portion of their income after graduation, reports The Atlantic. It’s a promising idea, particularly when businesses needs to fill over half a million computer-science jobs. But the schemes are still in their infancy, and it remains to be seen whether ISAs prove to be a viable business model or successful for graduates.
John Richard Schrock is Professor of Biology Emeritus at Emporia State University in Kansas. He is currently in China. While China is growing its universities, the U.S. is retreating from its historic commitment to make higher education accessible to all qualified students.
the elderly administrators soon retired. There was no supply of experienced junior administrators due to a Cultural Revolution that had closed many universities for a decade. That left China’s Ministry of Education with an opportunity to completely re-build its university system nationwide.
So by 1998, the situation was different. Weak universities were closed or merged with strong institutions. China doubled its university capacity, then doubled it again in the early 2000s, and doubled it again by 2010. The cities of Xi’an and Guangzhou built “university cities” with 10 new universities each. Chongqing built their “university city” with 17 different universities totaling 300,000 faculty, students and staff. –An area equivalent to the size of Wichita! -But all just universities. This was the greatest expansion of higher education in human history.
Now, the majority of their students who passed the gao kao high school leaving exam could now attend college. But students would now pay full tuition. And that greatly improved the faculty salaries and living conditions. Classrooms and labs soon became state-of-the-art.
In 1995, China selected over a hundred universities for its “211 Project,” feeding federal money toward building modern universities.
And as of two months ago, China began its Double World-Class Project. Their Ministry selected 42 universities to move to world-class status by 2050. 36 are Category A and 6 are Category B with a focus on applied research. It also has over 400 “key disciplines” spread across these and another 50 provincial universities that will receive additional generous governmental support.
Their National Natural Science Foundation announced a dramatic increase in grant funding two years ago. With a decade of substantial cash incentives for publishing in high ranked English journals, Chinese researchers have rapidly risen in authorship of research papers in the top science journals Science and Nature, second only to the U.S. in authorships. If this trend continues, China will be the top producer of research in a few more years.
For nearly four decades, China has invested in roads, railways, and other infrastructure. But the most important of these investments was education. Roads and rails move people around. Education moves people ahead. And it has paid off in raising the productivity of China’s population beyond expectations. The affluence of their institutions and the majority of their students reflect that payback. China understands that education is not just for filling those jobs needed today.
Deadline: 15 February 2018 Open to: candidates with a Masters-level degree Benefits: full scholarship
Description
Finnish Government is pleased to offer a range of scholarships to students of high academic ability for 2018 entry. Students of Australia, China, Cuba, Egypt, Israel, Japan, Mexico, Mongolia, Namibia, Republic of Korea, Turkey, Ukraine and the USA are eligible to apply for these scholarships to undertake 3-9 months for doctoral level studies and research.
The Finnish Government Scholarships are available for 3-9 months for doctoral level studies and research at Finnish Universities or Public Research Institutes.
Eligibility
In order to be considered eligible to apply, you must fulfill all of the following criteria:
have established contact with the Finnish receiving institution before applying (see section ‘Doctoral Admissions’);
have a letter of invitation from the academic supervisor in Finland; the invitation should also explain the commitment of the host institution to the project;
have earned a Masters-level degree before applying;
intend to pursue post-master’s level studies as a visiting student, participate in a research project or teach at a university or public research institute in Finland; priority will be given to doctoral studies;
not have spent already more than one year at a Finnish higher education institution immediately before the intended scholarship period in Finland;
be able to give proof of sufficient skills in speaking and writing the language needed in study/research;
be a national of one of the eligible countries listed above.
Benefits
A monthly allowance of EUR 1500;
The allowance is sufficient for one person only;
Expenses due to travel, international or in Finland, are not covered by the program;
Scholarship recipients are recommended to make arrangements for sufficient insurance coverage for their stay in Finland;
Please see the section ‘Practical matters‘ for information on the practicalities of coming to Finland as an international student/researcher.
Application
Applications for the Finnish Government Scholarship Pool funding should be made to the appropriate authority in the applicant’s country. The scholarship authorities in each country are invited to present applications for up to 10 candidates for the Finnish Government Scholarship Pool. The announcements for the opening of the annual application round are usually sent out from CIMO at the end of September annually. Documents required for an application:
A completed and signed application form;
Curriculum vitae;
Copies of latest diplomas;
Two letters of recommendation;
Study/research plan (2-5 pages, including a statement of motivation, goals, work plan, work method, expected results);
Invitation/expression of interest and motivation for cooperation from the hosting academic supervisor in Finland;
Language certificate (Finnish, Swedish or English) or other indication of sufficient language skills – please see above, in the section ‘Eligibility criteria’.
Defining Online Education
The term “online education” has been used as a blanket phrase for a number of fundamentally different educational models. Phrases like distance education, e-Learning, massively open online courses (MOOCs), hybrid/blended learning, immersive learning, personalized and/or adaptive learning, master courses, computer based instruction/tutorials, digital literacy and even competency based learning have all colored the definitions the public uses to define “online education.”
online education” as having the following characteristics:
Students who enroll in online courses or programs may reside near or far from the campus(es) providing the course(s) or program.
A student’s course load may include offering where attendance is required in person or where an instructor/students are not required to be in the same geographic location.
Students may enroll in one or more individual online course offerings provided by one or more institutions to that may or may not satisfy degree/program requirements.
Student may pursue a certificate, program, or degree where a substantial number of courses, perhaps all, are taken without being in the same geographic location as others.
Organizational Effectiveness Research Group (OERG),
As the workgroup considered strategies that could advance online education, they were asked to use the primary and secondary sources listed above to support the fifteen (15) strategies that were developed
define a goal as a broad aspirational outcome that we strive to attain. Four goal areas guide this document. These goal areas include access, quality, affordability and collaboration. Below is a description of each goal area and the assumptions made for Minnesota State.
Access
Over twenty percent of existing Minnesota State students enroll in online courses as a way to satisfy course requirements. For some students, online education is a convenient option; for others, online is the only option available
Quality
The Higher Learning Commission (HLC) accreditation guidelines review the standards and processes institutions have in place to ensure quality in all of educational offerings, including online.
There are a number of ways in which institutions have demonstrated quality in individual courses and programs including the evaluation of course design, evaluation of instruction and assessment of student
Affordability
a differential tuition rate to courses that are offered online. If we intend to have online education continue to be an affordable solution for students, Minnesota State and its institutions must be good stewards of these funds and ensure these funds support online education.
Online education requires different or additional services that need to be funded
transparency is important in tuition setting
Collaboration
Distance Minnesota is comprised of four institutions Alexandria Technical & Community College, Bemidji State University, Northland Community & Technical College, and Northwest Technical College) which collaborate to offer student support services, outreach, e-advising, faculty support, and administrative assistance for online education offerings.
Strategies
strategies are defined as the overall plan used to identify how we can achieve each goal area.
Action Steps
Strategy 1: Ensure all student have online access to high quality support services
students enrolled in online education experiences should have access to “three areas of support including academic (such as tutoring, advising, and library); administrative (such as financial aid, and disability support); and technical (such as hardware reliability and uptime, and help desk).”
As a system, students have access to a handful of statewide services, include tutoring services through Smarthinking and test proctoring sites.
Strategy 2: Establish and maintain measures to assess and support student readiness for online education
A persistent issue for campuses has been to ensure that students who enroll in online course are aware of the expectations required to participate actively in an online course.
In addition to adhering to course expectations, students must have the technical competencies needed to perform the tasks required for online courses
Strategy 3: Ensure students have access to online and blended learning experiences in course and program offerings.
Strategy 4: These experiences should support and recognize diverse learning needs by applying a universal design for learning framework.
The OERG report included several references to efforts made by campuses related to the providing support and resources for universal design for learning, the workgroup did not offer any action steps.
Strategy 5: Expand access to professional development resources and services for faculty members
As online course are developed and while faculty members teach online courses, it is critical that faculty members have on-demand access to resources like technical support and course assistance.
5A. Statewide Faculty Support Services – Minnesota State provide its institutions and their faculty members with access to a centralized support center during extended hours with staff that can assist faculty members synchronously via phone, chat, text/SMS, or web conference
5C. Instructional Design and Technology Services – Establish a unit that will provide course design and instructional technology services to selected programs and courses from Minnesota State institutions.
Quality
Strategy 1: Establish and maintain a statewide approach for professional development for online education.
1B. Faculty Mentoring – Provide and sustain faculty mentoring programs that promote effective online pedagogy.
1C. Professional development for support staff – including instructional designers, D2L Brightspace site administrators and campus trainers, etc.)
Causes and Solutions to Low Morale of Online Faculty
Written by Dani Babb Published: 24 March 2016
The common threads and take-aways for administrators:
Faculty don’t like being micromanaged. Hire faculty you trust to do the job, provide guidelines and training, and let professionals do their thing.
Pay appropriately, and give notice if you are canceling a course.
Set expectations clearly, and communicate with faculty in the same tone you’d expect; assume the best not the worst.
Include adjuncts as part of your team.
Compensate when job duties increase.
Handle student issues quickly, make sure prepared students enter programs (particularly in graduate work).
Move away from the “gotcha mentality” into an inclusive, people-make-mistakes, “we are all in this together” model.
Here’s what some of the faculty who agreed to have their comments posted had to say about what lowers their morale:
Sean-David McGoran noted that students allowed to bully faculty, repetitious and unnecessary training and unreasonable deadlines at final and midterm examination time can be demoralizing.
Linda Chilson said that pay, curriculum that doesn’t make sense, student behavioral issues and school districts funding unnecessary training are issues, as well as lack of support for out of the box thinking.
Leah Murray noted that micromanaging every little detail is demoralizing – and understandably added, “why not teach the class yourself if you are going to pay that much attention“. She also noted that lack of positive reinforcement and others taking credit for work you did is troubling.
Mary Kay Westgate-Taylor cited poor new faculty orientation, unclear expectations, micromanagement and lack of support from administration regarding student issues as concerns.
Dr Steve Woodsmall noted open admissions – too many graduate students who aren’t able or willing to do graduate level work or have a sense of entitlement (paying tuition guaranteeing a degree) and complaining when they receive clearly deserved failing grades causes low morale.
Quiana Bradshaw noted that schools acting like adjuncts don’t matter causes low morale. Adjuncts often work hard with no promotional opportunities with no mentoring or encouragement, and only veteran individuals offered promotions. Not including adjuncts as part of the team or micromanaging adjuncts with reports and comments is concerning.
Jeanie Rogers-Street noted that education not being the driving force of education (instead, finances being the main focus) is a cause of low morale.
Christina Krepinevich Houston noted rude emails from supervisors as a cause of low morale.
Stacie Williams commented that supervisors or administrators with a lack of experience in curriculum design and hiring skills dismissing the experience and knowledge of instructors is demoralizing.
Traci Schneider Cull noted that not having support from online higher-ups or fixing issues in courses/not responding causes low morale.
Nicki Favero Puckett cited continuous increases in workload without additional compensation as a cause.
Terri Hennessy Craig stated that severely under, or unprepared, students and canceling classes (particularly without notice) is a cause of low morale.
Maria Toy noted micromanagement and an increased workload with no additional compensation as a low morale cause
It’s not faculty salaries that have grown so much over the years; it’s the increasing number of administrators and their salaries—along with unnecessary building—that is breaking the higher-education bank. That’s where your tuition money goes. Why? Because administrators set one another’s salaries and pad their staffs.