The Presidents Forum is a group of college and university presidents dedicated to the continuous reinvention of higher education. The Forum engages in collective project-driven innovation that has the potential to achieve systemic change that has a meaningful impact on students, historically including NC SARA, and the Transparency by Design initiative.
6. Pain points:
A system designed for traditional
students“…there’s a dearth of voices from coalitions of
institutions that serve contemporary
learners…there’s not a group of schools
serving adult learners that’s standing up for
those students.” – Capella University President
Dick Senese
“Our definitions are really difficult - the concept
that federal aid pays for time that students are
sitting in a class— and if they finish early they
need to pay back their aid.” – Rio De Salado
Community College President Kate Smith
“I don’t know how the industry walks away from a
12% completion rate for first gen pell
students. It’s a moral and ethical crisis for higher
education.” – BYU Pathways President Clark
Gilbert
7. Pain points: Traditional business model
struggles – and struggles to evolve
“It’s against the business model of most schools to
give credit for PLA, transfers, etc. This is the biggest
problem for adults in higher ed today.” – Charter Oak
State President Ed Klonoski
“In the Great Recession people took out equity in their
homes in order to pay for college - that got vaporized.
The middle class has seen flat earnings for over 40
years. Tuition has gone up faster than healthcare.
People are unable to pay.” – Southern New
Hampshire University President Paul LeBlanc
“Companies are saying you don’t need a degree, you
need training and skills - but we can’t do micro
credentialing and training and skills because we
can’t get our accreditors onboard. We are still trying
to help the Department of Education understand direct
assessment.” – Walden University President L. Ward
Ulmer
8. Pain points: System performance is
inadequate for non-traditional students
“Whenever students need to transfer from one system
to another, there are casualties in the process. It
shouldn’t just be an institutional response, it should be
a societal issue. It’s not just K12-college and college-
college, it’s college-workforce.” – Dallas Community
College District President Joe May
“The things that I keep hearing about post SARA are -
will this allow people to move their credentials from
state to state, meet workforce needs, create access
for students…How can we make programs better
recognized across state lines?”– Former CEO of the
President’s Forum, Paul Shiffman
“The application of blockchain in higher ed could be
transformative in terms of the student owning the
credit.”– Excelsior College President James Baldwin
9. Pain points: College is the product, but
economic mobility is the job
“The motivation to pursue education is a career
outcome. But there are barriers —the model is
too inflexible to meet their lives. These students
are working, and higher education can’t adapt to
that, or to their family life.” – Executive Vice
President at Strada Education Network, Carol
D’Amico
“I want to be student-centric in our thinking.” –
Dallas Community College District President Joe
May
“We need to rethink how education drives
social mobility, and incorporate post-secondary
readiness so that there is true access. How can
we redefine personalization in learning
journeys?” – Western Governors University
President Scott Pulsipher
10. Potential: Disruption defines new
dimensions of performance
“We [distance ed] are the folks who are expert in
teaching and learning. Telling this story can help
alleviate some of the skepticism that is out there
about distance ed being effective.” – Executive
Director of the Distance Education Accrediting
Commission, Leah Matthews
“If you move toward a more expansive view of
higher ed, as a learning ecosystem, you will see
a greater variety of providers producing a greater
variety of credentials.” – Southern New Hampshire
University President Paul LeBlanc
“What are we trying to accomplish is the education
of more non-traditional students in the most
effective and cost efficient way possible.” –
Purdue Global University President Betty
Vandenbosch
Old
performance
metric:
Seat time
New
performance
metric:
Learning
12. The Presidents’ Forum: A vehicle for change
“I like the idea of being around courageous people.”
– Rio De Salado Community College President Kate Smith
13. Identifying change projects
Collaboratively build a
shared vision for the future
of higher education
Identify potential partners:
funders, governments,
employers, and other key
higher ed stakeholders
Identify key innovation
domains for moving higher
education forward
Design and
implement
change projects
15. Ideas to move the system forward
Data, outcomes,
and
transparency
Financial aid
practices and
policies
Credit loss via
transfer
Business model
incentives
around direct
assessment
State licensure
reciprocity
Taxonomy of
credentials
Employer
partnerships at
scale
Student-owned
records
Competency-
based
transcripts
A vision for
future of higher
education
16. Three domains of innovation
Data
Student
experience
& burden
Signaling –
for
employers
and students
The shared vision for higher education will emerge
as a result of the Forum’s change projects
Hinweis der Redaktion
Business models determine the types of innovations that an organization can and will pursue.
Companies keep striving to make better products that they can sell for higher profit margins to not-yet-satisfied customers in more demanding tiers of the market
A sustaining innovation targets demanding customers with better performance than what was previously available. Some sustaining innovations are the incremental year by year improvements that all good companies grind out. Others are breakthrough, leap-frog-beyond the competition products.
Companies keep striving to make better products that they can sell for higher profit margins to not-yet-satisfied customers in more demanding tiers of the market
A sustaining innovation targets demanding customers with better performance than what was previously available. Some sustaining innovations are the incremental year by year improvements that all good companies grind out. Others are breakthrough, leap-frog-beyond the competition products.
Business models determine the types of innovations that an organization can and will pursue.
Companies keep striving to make better products that they can sell for higher profit margins to not-yet-satisfied customers in more demanding tiers of the market
A sustaining innovation targets demanding customers with better performance than what was previously available. Some sustaining innovations are the incremental year by year improvements that all good companies grind out. Others are breakthrough, leap-frog-beyond the competition products.
Companies keep striving to make better products that they can sell for higher profit margins to not-yet-satisfied customers in more demanding tiers of the market
A sustaining innovation targets demanding customers with better performance than what was previously available. Some sustaining innovations are the incremental year by year improvements that all good companies grind out. Others are breakthrough, leap-frog-beyond the competition products.
Companies keep striving to make better products that they can sell for higher profit margins to not-yet-satisfied customers in more demanding tiers of the market
A sustaining innovation targets demanding customers with better performance than what was previously available. Some sustaining innovations are the incremental year by year improvements that all good companies grind out. Others are breakthrough, leap-frog-beyond the competition products.
Companies keep striving to make better products that they can sell for higher profit margins to not-yet-satisfied customers in more demanding tiers of the market
A sustaining innovation targets demanding customers with better performance than what was previously available. Some sustaining innovations are the incremental year by year improvements that all good companies grind out. Others are breakthrough, leap-frog-beyond the competition products.
Companies keep striving to make better products that they can sell for higher profit margins to not-yet-satisfied customers in more demanding tiers of the market
A sustaining innovation targets demanding customers with better performance than what was previously available. Some sustaining innovations are the incremental year by year improvements that all good companies grind out. Others are breakthrough, leap-frog-beyond the competition products.
Business models determine the types of innovations that an organization can and will pursue.
Companies keep striving to make better products that they can sell for higher profit margins to not-yet-satisfied customers in more demanding tiers of the market
A sustaining innovation targets demanding customers with better performance than what was previously available. Some sustaining innovations are the incremental year by year improvements that all good companies grind out. Others are breakthrough, leap-frog-beyond the competition products.
Companies keep striving to make better products that they can sell for higher profit margins to not-yet-satisfied customers in more demanding tiers of the market
A sustaining innovation targets demanding customers with better performance than what was previously available. Some sustaining innovations are the incremental year by year improvements that all good companies grind out. Others are breakthrough, leap-frog-beyond the competition products.
Companies keep striving to make better products that they can sell for higher profit margins to not-yet-satisfied customers in more demanding tiers of the market
A sustaining innovation targets demanding customers with better performance than what was previously available. Some sustaining innovations are the incremental year by year improvements that all good companies grind out. Others are breakthrough, leap-frog-beyond the competition products.
Companies keep striving to make better products that they can sell for higher profit margins to not-yet-satisfied customers in more demanding tiers of the market
A sustaining innovation targets demanding customers with better performance than what was previously available. Some sustaining innovations are the incremental year by year improvements that all good companies grind out. Others are breakthrough, leap-frog-beyond the competition products.
Companies keep striving to make better products that they can sell for higher profit margins to not-yet-satisfied customers in more demanding tiers of the market
A sustaining innovation targets demanding customers with better performance than what was previously available. Some sustaining innovations are the incremental year by year improvements that all good companies grind out. Others are breakthrough, leap-frog-beyond the competition products.
