In many respects, higher education in the United States – with credits awarded on time a student sits in a chair – remains trapped in the 19th century and has been slow to embrace technology.
Online education from traditionally accredited colleges has been available since at least 1999, but almost always at the same high tuition cost as the traditional “physical” courses. New ideas, such as tuition-free massive open online courses (MOOCs), are now emerging, but are generally not accredited.
For a true revolution to occur, regulation will need to change along with the technology. The key advance would be to establish a new private sector accrediting body, the “Modern States Accrediting Agency,” that would ensure the quality and reputation of the innovative courses, make the credits transferable into the traditional system and which would be recognized by the U.S. Department of Education as an approved accreditor in order to qualify students for federal student aid.
The Department of Education began its first online education pilot program in 1999. In 2006, it allowed institutions to offer all of their courses online. However, these courses were offered by institutions accredited in the traditional way, with student enrollment in the courses kept limited, and with tuition set as high (or even higher) than tuition for the physical alternative.
The paradigm began to shift in 2011 when Stanford University offered three of its courses online, free of charge, to any person anywhere who chose to take them.
Since then other innovators have continued to introduce MOOCs, notably led by the nation’s most respected traditional universities, such as MIT and Harvard. MIT, for example, is creating MITx, which is intended to offer a great number of MIT’s courses free of charge or nearly so; taught by MIT’s renowned faculty; and with graded assignments, tests, online discussion groups, online professor “office hours” and other quality advances.
The problem with MOOCs, though, is that there is usually no mechanism for obtaining accreditation and, in U.S. higher education, accreditation is the “coin of the realm,” which gives a degree its value. As a result, most MOOCs can offer students only a letter of completion, a pat on the head and no degree. Few other institutions or graduate schools will recognize completion of a MOOC course for credit, and employers do not know how to judge the student’s level of accomplishment.
Schools like MIT should not be forced to dilute the power of their brand by being forced to give their regular degree to students who simply take some of their tuition-free online courses. However, it is equally inappropriate to give no value to the online learning that occurs in a MOOC, particularly if a student can complete a high-quality, rigorous course and then prove mastery of the material on a separate, proctored, certifying exam.
In the traditional system, a degree is accredited because the degree-granting institution is itself accredited by an agency recognized by the U.S. Secretary of Education. The accrediting agencies (such as the Middle States Commission on Higher Education or the New England Association of Schools and Colleges) are private sector, self-regulatory groups which, in most cases, were created nearly a century ago by the member institutions themselves. The best of these agencies were later recognized by the Department of Education and included on its list of approved accreditors.
Today students can only qualify for federal financial aid if their institution has been accredited by one of these recognized agencies, and these accreditors’ decisions control access to the more than $150 billion in federal aid paid out to students each year. The traditional accrediting agencies, which were founded long ago to serve the needs of the traditional institutions, are not well-suited to lead technological and social innovations that are alternatives to the traditional system. A few experiments with traditionally accredited MOOCs are under way.
However, for the most rapid and effective progress, America needs a new, innovation-focused accreditor, Modern States, which would also be recognized by the Department of Education and which could accredit providers of emerging technologies and ideas in order to drive down costs, drive up quality and to shape federal aid programs in new and effective ways.
Unlike traditional accreditors, Modern States would be able to accredit specific courses, not just the degree-granting institution as a whole. For example, it could recognize that the freshman physics MOOC from MITx is of high quality, and then develop a widely available, proctored test for students who complete that course, similar to an SAT exam or CPA exam.
Students who complete the preapproved, tuition-free MOOC and also pass the confirmatory Modern States assessment would earn accredited course hours from Modern States itself. Enough such courses in the right scope and sequence (say physics from MITx, poetry from Harvard, theology from Notre Dame and so on) could lead to a fully accredited Modern States degree. Modern States would also approve courses and develop tests in vocational areas, in career training fields and at the two-year and community-college level, in order to serve all types of students.
The creation of Modern States could then enable a whole field of academic innovations to bloom, including blends of “bricks and clicks” and new types of federal financial aid models. For example, students might take their core lectures tuition-free and online from a nationally renowned professor in a MOOC, and then attend supplementary weekly study groups with a live professor and other students in their home towns, all at a lower overall cost than a traditional course today.
Similarly, students might take their first year of introductory courses all online for free, but then transfer to a traditional college for the last three years, lowering their total educational costs by 25 percent. Students who complete their educations at a low cost or no cost to the federal government might even be paid a federal bonus upon completing their degree and successfully entering the work force. In this way, the self-motivated Abe Lincolns of tomorrow could finish their higher educations debt-free and with cash in the bank. Meanwhile, U.S. taxpayers would save money.
Modern States could also lead the way in areas unrelated to MOOCs, such as competency-based exams and on-the-job skills training. For example, if there is a national shortage of skilled welders, and if an employer trains a worker in welding who then passes the Modern States assessment, the worker could earn a course credit in welding while the employer itself might be paid some stipend as an “educational institution of one.”
The traditional accreditors were founded by their member institutions, but – with a few exceptions – traditional institutions are not likely to be the best champions for low-cost alternatives to themselves. Modern States should be chiefly formed by a voluntary association of philanthropies and nongovernmental organizations concerned with increasing access to high-quality education while lowering its cost -- groups such as the Bill and Melinda Gates Foundation, the Ford Foundation, the World Bank and so on. Employer and labor groups could join as well, as could providers of the innovative courses, student consumer groups and others.
Membership contributions could fund a staff that would develop a starting catalog of approved courses from the already-existing universe of MOOC and related offerings. The staff would then work with testing organizations to develop the independent assessments needed to prove student mastery of the material. The catalog would cover a range of academic and vocational fields, and grow and evolve over time.
The ultimate path to success for Modern States would be to keep its testing standards high and rigorous so that employers, traditional institutions and the world at large will see that the students are truly deserving of the degree credits. In this way, Modern States could function like a universal version of the CPA exam developers, who have become an accepted standard of testing and quality in the accounting field.
Once Modern States is formed, it would write criteria for granting accreditation that would be aligned with the Secretary of Education’s criteria for recognition of accrediting agencies. After applying these criteria, Modern States could petition the Department of Education for recognition. The petition would be reviewed by staff and by a federal advisory committee that advises the Secretary on whether to recognize accreditors. If the Department grants recognition, then students at the institutions and programs accredited by Modern States would be eligible to participate in federal student aid programs.
Transferability of credits to more traditionally accredited programs would be negotiated by Modern States through reciprocity agreements with other accreditors, as supported by the Department of Education. Modern States would be a private-sector organization, not a government organization. However, political leaders in both parties could help achieve educational goals by expressing clear support for the Modern States approach as outlined here.
In its best form, traditional higher education is one of America’s great treasures, and no online program is ever likely to equal the experience of four years on campus at a great school. However, the high cost and limited availability of such traditional best-in-class programs have placed them increasingly out of reach to many striving students in America and around the world. By unleashing the power of technology and social innovation, Modern States could be the key regulatory mechanism to make education more accessible and affordable, and to bring higher education more fully into the 21st century.
David Bergeron and Steven Klinsky
David Bergeron, the former acting assistant secretary for postsecondary education at the U.S. Department of Education, is vice president of postsecondary education policy at the Center for American Progress.
Steven Klinsky, a New York-based businessman and philanthropist, has been active in education reform since 1993.
I know! I know! Everyone is sick to death of debating the pros and cons of MOOCs, the massive online courses that, depending on your viewpoint, will be the downfall or resurrection of higher education. But what's getting lost in all the noise is that MOOCs are far from the only game in town when it comes to online education.
Key in determining the effectiveness of a course, both online and on the ground, is how actively it is being taught and how effectively it is engaging students.
Educators are creating and tweaking a number of very different learning models to engage students in "active learning," both in the physical classroom and the virtual world – often in intriguing combinations.
Based on innumerable conversations with faculty, students, administrators, staff, and the general public, the following are the three most important things I know about the role distance education plays in higher education today and about how to create high-quality programs.
Distance education is not a singular thing.
Educators and administrators often use only the terms "synchronous" and "asynchronous" to differentiate among distance education models. But the most critical descriptor of distance education models has nothing to do with the extent of live instruction; rather, it is the extent to which a course is "actively taught."
On one side of the active-teaching spectrum is a "course-in-a-box" -- a course with pre-built media assets meant to stand alone, with minimal or no involvement or intervention by the faculty. MOOCs, for instance, often consist of pre-recorded high-production video and automated assessments. If the faculty member were to disappear or otherwise disengage from the course, the course would still exist. The thousands of students in the MOOC could simply press the play button on the screen, answer automatically graded test questions and otherwise enter input as appropriate. And, of course, the size of the MOOC is nearly limitless, subject only to technology capacity constraints.
On the other side of this spectrum is the very actively taught class. Independent of media assets available to students, faculty teach. They communicate with students, lead discussion, provide feedback, and otherwise engage. If a faculty member were to stop teaching, the class would cease to exist. Typically, such actively taught courses are smaller and require that faculty know and interact with students much more intimately, more like a seminar than a lecture hall.
Some MOOCs employ teaching assistants, striving for modest interaction with students. However, in most cases, the scale of MOOCs overwhelms even multiple instructors; plus, TAs are, by definition, not faculty. Thus, while MOOCs may be great for personal enrichment, most are not yet appropriate for college credit, given that they are largely unresponsive to the learning needs of any given student.
The questions being asked about effective distance education aren’t all that different from those concerning "traditional" teaching models.
Just as with traditional education, one the greatest challenges of distance education is how to better engage students. Traditional educators often discuss the role of lecture, discussion, feedback, group projects and peer assessment. Today they also talk about "flipping the classroom" so that lectures and other didactic material are recorded and made available to students outside of class. Class time can then be reserved for discussion and application.
Understanding that student engagement is highly correlated to active teaching, distance educators are addressing the very same issues. The "course in a box" model is rarely engaging - many MOOCs create very passive experiences for students, who are required to watch hours of video and answer machine-graded multiple choice questions.
That said, some "course in a box" exceptions come close to rivaling substantive live interactions. Simulations, games, and other online modules in which students must solve problems and make decisions within an automated environment can be very effective teaching tools that adapt to students’ varying levels of skill and mastery. Fully adaptive learning technologies may, in fact, be more engaging than traditional teaching, given that students’ learning experiences may be customized to individual needs.
Of course, not even all traditional education is "active." A professor’s recitation of pre-written 75-minute lectures twice a week for an entire term would hardly be more active than simply recording those lectures and posting them on a website. An actively taught traditional course, like a distance education course, would require the faculty member to engage much more intimately with students through discussion, feedback, and more.
While some asynchronous models have no active teaching element -- including many MOOCs -- others rely on highly active and present faculty to asynchronously engage with students. Asynchronous communications, including group discussion boards, blogs, and wikis, can lead to more substantive exploration of course material than live, in-person conversations. Some faculty report that asynchronous communications allow students to better digest and consider others’ opinions while constructing their own beliefs, and can lead to deeper and more robust discussions.
Putting aside the aforementioned adaptive and interactive learning technologies (which are still relatively rare), an active teacher can better understand the needs of each student and differentiate instruction, customizing discussion and explanations as appropriate. Non-active teaching -- whether through distance or traditional education -- tends to be inflexible and monolithic.
Faculty conversations about distance education are shifting markedly.
Faculty today are less interested in debating the quality of distance education and how much a student can learn. Perhaps the launch of edX by MIT and Harvard opened the gates -- suddenly high-profile, top-notch universities were committing to distance education with significant resources, searching for new ways of teaching and learning.
For whatever reason, today’s conversations by faculty focus less on quality and more on the qualities of distance education. Many express concern that a distance course may be deficient at enhancing cognition, emotion and interpersonal relationship-building, or at developing the "whole student." These are reasonable concerns. No serious distance educator would ever suggest that distance education fully supplants the benefits of a live in-person experience. Rather, we argue that the loss of face-to-face benefits in a classroom can be mitigated in a distance learning environment if students achieve the intended learning outcomes while benefiting from convenience and increased access to higher education.
Faculty are also keenly interested in the impact of distance education on higher education broadly and the faculty workforce specifically. Given that distance courses can be taught by faculty anywhere in the world to students anywhere in the world, they question whether distance education will result in a sort of standardization of curriculum, fewer faculty at their home institutions, and lower standard of quality.
While not unreasonable, such questions must be considered within the context of how distance education is evolving. If today’s MOOCs become widely available for credit, concern would be merited. However, if most credit-bearing distance education is "actively taught," then the risks are lessened, if only because the costs of actively taught distance education can be just as great as the costs of traditional education.
Besides, without dramatic change, institutions of higher education, many of which are in financial distress, face a highly uncertain future. The question to ponder: how a future with distance education compares to all other possible futures for higher education.
Joel Shapiro is associate dean of academics at Northwestern University School of Continuing Studies and has taught in and led distance education programming at Northwestern for more than six years.
Rising tuition, declining government subsidies, stagnant endowments, and increased competition are challenging higher education like never before. College and university leaders are struggling to understand where these changes will lead and how they can make higher education more affordable, more accessible, and of greater quality for an increasingly diverse and aspiring student. Based on our interaction with university leaders and policy makers, we believe that the timeline for transformational change has shortened to five years. During this time, higher education will have moved from a provider-driven model to a consumer-driven one and, in so doing, upend a system that had endured for centuries.
Half a decade from now, almost all universities will offer their students the option of undertaking their coursework in high-demand degree programs online. However, online offerings will no longer be the competitive advantage they are today. Most online enrollment will be open or provisional and more than 80 percent of professional degree programs, such as MBA, RN-to-BSN, and M.Ed., will be earned online. Additionally, by 2018, new types of widely accepted degrees will have emerged that are less time-consuming, less expensive, and more relevant to 21st century jobs.
The vast majority of on-campus students will be enrolled in some online courses, a movement already afoot, with the Sloan Consortium’s 2012 Survey of Online Learning finding that approximately a third of all U.S. college students took at least one online course during the fall 2011 term. The increase of nearly 10 percent in online enrollments over the previous year is particularly meaningful given that overall enrollment declined in the United States for the first time in 15 years, and continued its decline across the developed world.
Foreign universities with growing stature and competitive pricing will be aggressively recruiting U.S. students for their online programs. With thousands of universities in the United States and around the world online, students will have more choices in higher education than in any other consumer category. This unprecedented competition and the availability of many high-quality, low-priced options will have caused the tuition bubble to burst and the cost of attending college to tumble, putting even greater pressure on institutional budgets.
While the relative cost of instruction will have declined due to increased scale, the incomes of many professors providing online instruction will have risen sharply. Some of these professors will have become the free agents of academe, with their courses widely accepted at both public and private universities around the world.
While some international students will continue to come to the United States to study, we expect that almost all enrollment growth at U.S. universities will come from international students enrolled in online programs. Some public and private universities will have reached iconic status, ushering in a new breed of multinational educational organizations. These large multinational universities will provide curriculum and instruction in multiple languages and offer competitive pricing designed to suit local markets. Capitalizing on their reputations, they will have become leading global brands with student bodies well in excess of 100,000 choosing from many newly added degree programs designed to meet demand in Africa, Asia, Latin America, and India.
As a result of greater use of technology in the delivery of higher education, construction of new buildings on the campuses of tax-supported institutions will have slowed significantly. At the same time, we expect that over the next five years university systems will be consolidating campuses at an increasing rate as trustees and legislators come to understand the economics of online learning and how vastly it can expand the reach of an institution. Companies like ours — Academic Partnerships — are helping universities respond to this transformative moment in higher education.
Critics of the current university ranking system abound — and rightfully so. With metrics such as class size and alumni giving determining a university’s placement, these rankings will become even more antiquated amidst the fundamental changes we are now observing. By 2018, we expect that the university ranking system will focus on consumer choice vis-a-vis growth as a key criterion, along with completion rates, the employability of a university’s graduates, and their subsequent job performance.
Universities will have become more transparent, publishing meaningful standardized metrics that permit consumers to better assess which university is right for them. The relationship between universities and employers will have changed as well, with these groups routinely working together to develop content for degree programs that is aligned with specific jobs and career-related competencies.
At the same time, we expect that a majority of college-bound students will graduate high school with some college credits and that several states will have converted the last year of high school to the first year of college. Entering college with a head start on credit hours and exposure to online programs, by 2018 most full-time students will be completing a four-year degree program in four years, compared to just 60 percent of students who do so today in six years.
We believe that public universities that have moved with urgency to embrace this new reality will thrive. And so, too, will the students they serve. By 2018, higher education will be truly globalized and we will see greatly expanded access, reduced costs, more virtual campuses, and, most important of all, the increased competitiveness of our universities and our students. That’s a future we should all embrace.
Randy Best is chairman of Academic Partnerships. Jeb Bush, the former governor of Florida, is a senior adviser to Academic Partnerships.