Transcript of "2010 Opportunities in a Challenging Economy"
Creating Opportunities in a Challenging Economy: Strategic Approaches of Three e-Learning Institutions <br />Panel:<br />Alexandra M. Pickett, Associate Director, SUNY Learning Network, State University of New York<br />Shari Smith, Associate Director, Center for Online Learning, Research and Service, University of Illinois at Springfield<br />Pete Rubba, Director of Academic Affairs for Graduate Programs, Penn State World Campus <br />1<br />
Moderator<br />Scott Woods<br />RegionalDirector of Academic Affairs <br />University of Phoenix<br />2<br />
Overview<br />The continuing financial recession, the deepest economic downturn since the Great Depression, has impacted all segments of the U.S. economy, including higher education and University-based e-Learning enterprises.<br />We will discuss economic challenges three long-standing and highly successful university-based e-learning enterprises have faced and share strategic approaches that have been implemented to mediate those challenges:<br />SUNY Learning Network<br />University of Illinois at Springfield<br />Penn State World Campus<br />These profiles will be about 15 minutes each followed by an opportunity for a few quick clarifying questions.<br />Following the profiles, there will be time for questions of the panel and sharing by audience members.<br />3<br />
SUNY Learning Network<br />Alexandra M. Pickett<br />Associate Director <br />SUNY Learning Network<br />State University of New York<br />4<br />
5<br />Background<br /><ul><li>SLN is NOT a campus. It an opt-in program offering a menu of services open for membership to any SUNY institution.
The primary function of SLN is to train effective online faculty and to inform and influence the quality of online courses and instruction.
SLN strives to cultivate communities of practice among its membership (faculty, instructional designers, DL directors)
SLN is a SUNY-wide program under the office of the Provost with 65% of our program expenditures covered by state allocation funds through that office.</li></li></ul><li>SUNY Challenges<br />Leadership changes – power of SUNY<br />2 cost share model challenges: (1) Cost share model and (2) cuts in state aid (support)<br />Campus have opted out of the program<br />Limited funding for new initiatives<br />Program vacancies that affect our delivery of services. <br />
Strategic Approaches<br />To reduce the campus cost share we have drawn down our reserve funding. <br />We have also drawn down our reserves to fund strategic new initiatives, (e.g., Elluminate). <br />We have current staff serving multiple functions and picking up.<br />Increase membership.<br />Alternative funding sources.<br />
Moving Forward<br />Evolving SLN: <br />Align with Campus needs: <br />Leveraging our advisory committee<br />Campus visits: outreach<br />Needs analyses/data collection<br />Align with Chancellor’s strategic plan<br />Participating in University strategic planning committees: Power of SUNY<br />To insure we continue to be relevant and funded.<br />
University of Illinois at Springfield Online<br />Shari McCurdy Smith<br />AssociateDirector, Center for Online Learning Research and Service, Director, New Century Learning Consortium, University of Illinois at Springfield<br />11<br />
Background<br />University of Illinois Springfield (UIS) is the smallest campus of the U of I System.<br />17 Fully Online Degree Programs <br />Over 50% of our students take at least one online class.<br />Mainstreamed within the academic structure<br />More than 200 UIS faculty members teach online each year <br />12<br />
Pre-Recession<br />State of Illinois decreases financial support year after year. In 2008, funding had dropped by 17.9%<br />In 2004 University of Illinois System established guaranteed tuition. <br />Illinois’ Structural Deficit Between Expenditure and Revenue <br />20 yr underfunding of retirement systems <br />13<br />
U of I System<br />Administrative Review and Restructuring<br /> Regularity Relief Communications Human Resources<br /> IT<br /> Procurement<br /> Shared Services<br />Board Cuts Committees<br />14<br />
U of I 2009<br />Admission<br />Global Campus<br />Administration<br />15<br />
University of Illinois at Springfield Online<br />Quick Questions For<br />Shari Smith<br />17<br />
World Campus<br />Pete Rubba<br />Director of Academic Affairs for Graduate Programs, Penn State World Campus<br />http://worldcampus.psu.edu<br />18<br />
Penn State Background<br />Penn State is a multi-campus public research university <br />Main campus, administrative, & research hub at University Park<br />23 other campuses including the World Campus (online/distance)<br />Penn State is one of four “state-related” universities (along with the University of Pittsburgh, Temple University, and Lincoln University), institutions that are not state-owned and -operated but that have the character of public universities and receive state appropriations. <br />Penn State receives approximately 8% of its overall $4B operating budget from the state; therefore it is increasingly become dependent upon tuition<br />19<br />
Penn State Outreach is administrative unit within Penn State system that provides centralized focuses on non-traditional learners (adult, youth, military, etc.)<br />World Campus is a unit within Penn State Outreach that works with Penn State academic units to deliver undergraduate and graduate degree and certificate programs online and at a distance.<br />World Campus evolved out of a long distance education history (110 years), opening online in Spring 1998 <br />20<br /> World Campus Background<br />
Economic Constraints<br />University predicts flat or reduced State Support for extended period in face economic downturn and lagging revenue collections<br />Penn State facing other significant cost increases, including:<br />Energy costs -- impending deregulation<br />State pension funding obligations<br />Increasing health care costs<br />Limits to tuition increases<br />21<br />
Penn State Response<br />Freeze faculty and staff salaries for one year (2009-10)<br />Continue annual permanent funds recycling program that has recycled and re-allocated $173M since its inception in 1992-93<br />University examines ALL academic and support services; Core Council chaired by Provost with 3 major subcommittees<br />University Park Coordinating Committee<br />Campus Coordinating Committee<br />Administrative Services Coordinating Committee<br />Penn State Strategic Plan emphasizes strategic importance of World Campus as source of new revenue<br />22<br />
World Campus Response<br />Enrollment goals doubled<br />World Campus Academic Revenue Sharing Policy is examined for possible enhancements by University Committee<br />Impact of Summer enrollment shift to World Campus examined by University<br />World Campus joins Continuing Education forming Academic Outreach to facilitate collaboration on credit blended adult learner oriented programs<br />23<br />
Continuing World Campus Challenges<br /><ul><li>Technical infrastructure enhancement implementation