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Practice

The Bigger Shift: Student ROI for higher education…and the role of digital learning

It started before COVID-19. Students, families, businesses, and those considering college questioned the value, the “return on investment” (ROI), of postsecondary education. Could they do better doing something else? Was the debt worth it? Is college for them?

Those questions loomed larger during the pandemic. They will continue to haunt us moving forward. The WCET Steering Committee is entering into a several-week examination of ROI and, where we can, how digital learning can make an impact in the equation.

From Online to Remote to…. What?

Whether it is collectively referred to as The Big Shift, The Great Online Migration, or any other creative name – there is no denying the massive and rapid transformation in higher education since the dawn of the COVID-19 pandemic, be it on-campus, online, remote, digital, or any other modality. There has understandably been a tremendous focus on the impact of such a rapid and widespread transformation. This new reality has been followed by the prognostication of many that students will be unsatisfied without a return to campus, while some surveys show a sizeable number of students want to continue some of the gains of online learning and services.

Whatever the role of online or digital learning turns out to be, it is clear that students are re-assessing the return on investment of higher education in all modalities and outputs.

As you enter this ROI discussion, rest assured that we fully understand that value of college to individuals and society of an educated public beyond personal economic gains, but that is a discussion for another day.

With varying approaches nationally, regionally or locally, the higher education landscape feels like a very fluid new frontier fraught with concerns around managing programs, faculty, campus access, vaccine and mask mandates.

Of great concern is getting students back to community colleges and, especially minoritized students who were not well served by higher education even before the onslaught of the pandemic. After such a period of personal, economic, and health-related uncertainties, we are left with the sense that things will never be “normal” again. Or, perhaps, the “new normal” will require significant institutional re-engineering to serve the revised needs of a student populace that has changed both demographically and emotionally.

Whatever the long-lasting effects of this shift to a much more prevalent, mainstream, and essential role for online and digital learning turns out to be, one thing is clear: students are re-assessing the return on investment of higher education for them personally…regardless of modality.

Assessing ROI: The Macro Point-of-View

The Bill and Melinda Gates Foundation funded the Gates Postsecondary Value Commission to “…explore ways to define and measure equitable postsecondary value and build momentum toward actionable change.” The work of the commission revolved around a “value definition” that stated:

“Students experience postsecondary value when provided equitable access and support to complete quality, affordable credentials that offer economic mobility and prepare them to advance racial and economic justice in our society.”

Informed by the pandemic and released in May 2021, the Commission’s report issues this finding that arises form research and underscores their recommendations:

“Postsecondary institutions have the power to create opportunities for economic and social mobility for all students—but especially Black, Latinx, Indigenous, underrepresented Asian American and Pacific Islander (AAPI) students, students from low-income backgrounds, and women…However, these life-altering credentials and their associated returns are not distributed equitably.”

To address the issues, the Commission’s offered “three equity-centered tools to identify, measure, and address inequities in access, completion, and post-college outcomes:”

  1. A definition of postsecondary value.
  2. “A Postsecondary Value Framework outlines the clear value-add that postsecondary education can provide to students and society, in both economic and non-economic terms. The centerpiece of this framework is a series of economic value thresholds that measure post-college earnings and wealth inequities.”
  3. “An action agenda outlines policies and practices that institutional leaders and federal and state policymakers should implement…”

Oddly, the report does little to delve into online and digital learning’s role in “value.” That was not its purpose, but still odd. We will begin to address that intersection of ROI and digital learning in the blog posts we outline below.

“How do we make sure that education delivers value for all students, regardless of their race, ethnicity, income, or gender? These questions deserve the best answers we can give.”

The Bill and Melinda Gates Foundation Value Commission

Assessing ROI: The Student Point-of-View

To an individual student, assessing ROI — determining where and how to invest their time, energy, and money — can be a complex and highly personalized set of considerations. We know, for example, that the true price that students pay for college can be quite different from tuition or fees associated with attendance, as recently evidenced by the California Community Colleges push to increase financial aid eligibility for its students. And this at colleges where students pay some of the lowest enrollment fees in the country, but typically shoulder higher external costs to provide essentials for themselves and families while attending college.

What follows are some of the ROI challenges that we will be addressing in the coming weeks.

Financial Aid Challenges

For students learning online, many face additional financial challenges. In an upcoming post in this series from our colleagues at Oregon State University, we will explore how federal and state financial aid and, especially scholarships lean toward students engaged in on-campus learning and leaves online learners short-changed (pun intended). Aid formulas are firmly entrenched in scenarios that favor on-campus, younger students. A good case-in-point is the challenge faced by student veterans in using the G.I. Bill. They receive about half of their housing allowance if they take all of their courses online, but receive the full allowance if they take as little as one course on-campus.

Opportunity Costs and Growing Alternatives

For some students, the opportunity cost of attending college full-time instead of working and advancing in wages over four to six years requires too much sacrifice in the short term. The long-term investment may not be worth it for all students, either. The Third Way, a public policy think tank, studied the ROI for low income students using a measure called the “Price-to-Earnings Premium” or “PEP” and found that “at about 20% of institutions reviewed in the report, low-income students earned less when compared to a high school graduate, even 10 years after they initially enrolled.

A growing part of the “opportunity cost” equation for students is the increased availability of alternatives. In the near term, employers are struggling to find workers. Colleges and universities typically lose enrollments when workers are in demand because the allure of a payday today will outweigh the promise of increased knowledge and income resulting from pursuing a degree. Many students can do both, but many struggle with the work/life/ school balancing act.

At the same time, there is staggering growth in the number and types of “credentials” that are available. Beyond the classic certificate, associate’s, bachelor’s, master’s, and doctoral degrees are the credentials and certifications that meet the varying needs of industry and/or individual learners. They also vary in length, format, modality, and start times. Credential Engine is cataloging these options and of the 967,734 credentials they logged (as of February 2021), only 359,713 (37.2%) were offered by postsecondary educational institutions. Not only are colleges and universities not alone, but they are also outnumbered.

Considering alternatives fits well with opportunity costs. If there are more alternatives, there may be options that present better ROI for students.

Reduce Time-to-Degree

Accordingly, reducing time to degree and offering programs that result in stackable credentials valued by industry remains an important yet still under-utilized strategy for most institutions. In fact, some students are choosing to stick with non-degree credentials and according to a recent Strada-Gallup Education Survey finding that 65% percent of those who complete non-degree programs said their education was worth the cost, and 49 percent said it helped them achieve their goals. Non-degree credentials issued by community colleges also received the highest ratings in terms of quality and value. While a non-degree credential may meet short-term goals, having a pathway to a degree may help with meeting a student’s long-term needs, even if they do not yet know they have that need. In another upcoming post in this series, we will explore the role of stackable credentials in reducing time to degree while increasing earnings as part of the student ROI equation.

Partnerships to Better Serve Students

Still, colleges and universities have come up with innovative partnerships aimed at reducing sticker shock, such as Southern Utah University’s $9,000 bachelor’s degree, or the partnership between Sinclair Community College and University of Dayton that build an integrated transfer program that includes clear up-front pricing with “no surprises” and even boasts coordinated advising for students on both campuses. Workforce partnerships are sprouting up in a multitude of new flavors as well, and this series will further showcase innovative methods of turbo-charging the ROI for students who can earn while they learn via employer-institutional partnerships.

Access is Still a Barrier to Opportunities

While the price of attendance and projected economic gains are important factors, there are other intangibles such as being the first in one’s family to graduate from college, or bringing the empowerment of a college education to one’s own under-served community. A common choice for many students is simply to attend the nearest college to where they live, yet many find themselves in under-served areas such as education deserts, defined as a local area where there are either zero or only one public broad access colleges nearby within a reasonable commuting distance. The price of attendance can increase dramatically for these students, who either choose from online programs or often face the decision of whether to relocate to attend college. As a way of addressing inequitable access, many innovative course-sharing platforms and programs have emerged, such as the California Virtual Campus online course exchange to provide broader access and accelerate student completion by eliminating gaps in available courses and programs.

education deserts map by commuting zone
Education Deserts by Commuting Zone (from the Third Way report Place Matters: A Closer Look at Education Deserts)

While many of us live in a world of high-speed data powered conveniences, the digital divide continues to persist for students, particularly when infrastructure is not sufficient. As an example, various accounts detail student experiences on tribal reservations, where individuals have gone to great lengths to access online learning during the pandemic but issues such as a lack of broadband infrastructure create seemingly insurmountable barriers.

Learning from Students’ Lived Experiences

In order to create an environment in which institutions of higher learning can effectively adjust to student expectations and create an experience that creates sufficient ROI, it is important to hear the perspectives of students and how they think about navigating this complex and personal calculation for themselves. To provide some thought-provoking perspectives, we will feature a post in this series designed to challenge you, our WCET members, to learn about the lived experiences of a small sample of students. This will be an opportunity for members to think about how you might respond to some real-world, thought-provoking questions raised by students.

Come Join Us in the ROI Exploration

photo of two people shaking hands over paperwork - text reads "WCET explores ROI and value of higher education."

Students and their families will make choices that benefit them both in the short and long term. In a world undergoing The Big Shift, are colleges and universities rising to the challenge?

WCET members, as online and digital learning pioneers have long been at the forefront of bringing innovations to solve vexing problems. WCET’s Steering Committee’s Working Group on Student Return on Investment will be bringing different aspects of this conversation to you over the next several weeks through WCET Frontiers and a few questions in the wcetDiscuss Community and email list.

Learn about the different angles on the challenges posed and solutions tried. And, please share what you have done in your own setting.

WCET Steering Committee Student ROI Working Group

Jory Hadsell – California Virtual Campus
Adam Cota – Western Governors University
Justin Louder – Texas Tech University
Chantae Recasner – Northeast Lakeview College
Shannon Riggs – Oregon State University

Categories
Practice

“I’m Sick with COVID – but I’ll Get Caught up this Week” – Supporting Students Through a Pandemic with CTU Messenger

Welcome to our continued celebration of 2021 WOW awardees! We’re joined today by Connie Johnson and Ellise Farber, both from Colorado Technical University, who were nominated this year for the Messenger app via CTU Mobile, which provided real time communication opportunities and help to struggling students.

Frontiers is currently hosting our annual blog post series featuring posts from our 2021 WCET Outstanding Work (WOW) Award Winners.

This year we took a slightly different focus and asked for stories that described the intensely hard work that WCET member institutional staff, instructors, administrators, and students heroically stepped up with to the meet the challenges brought on by the COVID-19 pandemic.

Congratulations to the 2021 WOW awardees:

  • Colorado Technical University.
  • Miami University Regionals E-Campus.
  • University of Alabama.
  • University of Louisville.
  • University of North Dakota.
  • University of Texas at San Antonio.

Congrats and thank you to Colorado Technical University and the digital learning heroes highlighted in today’s post. Stay tuned for the rest of this blog series as we lead up to this year’s WCET Annual Meeting!

Enjoy the read and enjoy your day,

Lindsey Downs, WCET


A registered nurse who wanted to further her education, Susie Student was thrilled when she was accepted into Colorado Technical University’s Bachelor of Science in Nursing program. Her first few classes went well. However, in early 2020, Susie found herself struggling to balance her schoolwork along with working increasingly long hours at the hospital battling the front lines against COVID.

Battling on the Front Lines – While in School

Between the stress of the global pandemic and exhaustion from double-shifts, it was very difficult for Susie to participate in class and she found herself completely overwhelmed.

Fortunately, Susie had access to CTU’s mobile app and could quickly message her faculty member, through the two-way Messenger tool, to let her know why she was having trouble getting her assignments done. Not only was her faculty member able to help, but Susie’s outreach through Messenger and mention of COVID raised flags in CTU’s reporting systems, which helped Susie’s broader support team identify that she was struggling. Her student success advisor could then proactively reach out to Susie with specific tools and information to help her with time and stress management, including connecting her with peers dealing with similar problems.

example of messenger app with a new message conversation
CTU Mobile App – Messenger Conversation

Real Time Communication and Help

Susie is just one of the more than 20,000 CTU students who use CTU Messenger every month to connect directly with their faculty, university staff, and their classmates. While CTU has many ways for students to provide feedback about the challenges of today, a growing number of students do not respond to email, phone, surveys, or other traditional methods of outreach. CTU is delighted that the use of Messenger, accessible through CTU’s mobile app as well as its Learning Management System, is a widely-used mode of communication between students and faculty and staff. CTU Messenger provides an avenue for real-time communication about coursework, technology challenges, or any other issues related to the pandemic, natural disasters, and family and work challenges.

…thanks for reaching out. No, everything isn’t alright. I’ve been battling with COVID and just received my phone last night…

In 2020, more than 80 percent of CTU’s population used Messenger to send 240,000+ conversations and nearly 3.3 million exchanges. These conversations provide a vast reservoir of insights into the issues that students face which prevent them from successfully completing their degrees.

Finding the True Impact

Recent data from a representative sampling indicates that faculty messages sent to students through CTU Messenger are opened an average of 83 percent of the time.

We at CTU wanted to understand more about how the Messenger tool was being used. We gathered the messages sent through Messenger to see if there were overarching themes or issues we could address.

To collate the messages into themes, as well as actionable data, CTU’s marketing and academic teams uses Kapiche, a text analysis-reporting tool that utilizes machine learning and natural language processing algorithms, including Google Sentiment Analysis, to discern sentiment, trends, and themes in student comments. Given the size and complexity of text data, due to the volume of students using Messenger, this reporting is critical to identifying and responding effectively to student issues.

…apologize for slacking, I’ve just been super sick with covid for about a week now. I will get caught up this week. Thank you for checking in on me.


For example, when the pandemic began in early 2020, CTU mobilized Kapiche to identify how students talked about the pandemic and the challenges it was causing to their lives. If a student messaged to say that they, or a family member, were in distress using identified language concepts such as hospital, illness, economic hardship, or job challenges, faculty and student advising were equipped to reach out in real-time and offer support. Academics also used insights into what students were experiencing to enhance faculty outreach and communication expectations, as well as to adjust a number of academic policies for students impacted by the pandemic and to provide additional communications to students each session. More specifically, faculty responded to messages by working with the university to adjust late policies for student work and incomplete policies for courses. Referrals to student advising for support in scheduling, time management, and stress management also increased during this time.

Kapiche COVID Concept Mapping
Kapiche COVID Concept Mapping

When CTU first developed the Messenger app, the university believed this communication tool would help increase communication between the University and CTU students. What we could not foresee, however, is that Messenger’s accessibility on mobile and on the Learning Management System would lead students to increase and deepen their engagement with the University.

CTU Messenger has engaged CTU’s academic, student advising, and marketing teams to help thousands of students just like Susie with real-time assistance during the pandemic. An additional benefit is to build off this strong foundation for ongoing, targeted student outreach through the development of new tools designed to address specific student needs. We are excited to see what the future brings!

 
Categories
Practice

A Network Rooted in Quality & Innovation

Welcome to our continued celebration of 2021 WOW awardees! We’re joined today by Melissa Vito and Claudia Arcolin, both from The University of Texas at San Antonio who shared the following post about UTSA’s response to the COVID-19 pandemic. Their “non-negotiable objective” was to “continue to innovate and deliver a high-quality education despite the unprecedented circumstances.” Read on to learn how the UTSA teams met that objective.

Frontiers is currently hosting our annual blog post series featuring posts from our 2021 WCET Outstanding Work (WOW) Award Winners.

This year we took a slightly different focus and asked for stories that described the intensely hard work that WCET member institutional staff, instructors, administrators, and students heroically stepped up with to the meet the challenges brought on by the COVID-19 pandemic.

Congratulations to the 2021 WOW awardees:

  • Colorado Technical University.
  • Miami University Regionals E-Campus.
  • University of Alabama.
  • University of Louisville.
  • University of North Dakota.
  • University of Texas at San Antonio.

Congrats and thank you to the University of Texas at San Antonio and the digital learning heroes highlighted in today’s post. Stay tuned for the rest of this blog series as we lead up to this year’s WCET Annual Meeting!

Enjoy the read and enjoy your day,

Lindsey Downs, WCET


A still from the production Defining Moments, an interdisciplinary project that asked students to reflect on 2020 and document their feelings, fears, and hopes during the global pandemic. Three dancers stand still with heads bowed.
A still from the production Defining Moments, an interdisciplinary project that asked students to reflect on 2020 and document their feelings, fears, and hopes during the global pandemic. Watch Defining Moments on VIMEO.

A Non-Negotiable Objective

Students were away at Spring Break 2020 when UTSA President Taylor Eighmy and the university’s senior leadership team decided that we would cease all in-person classes for three weeks – and then, ultimately, for the remainder of the spring semester. The Coronavirus pandemic was beginning to ripple worldwide, forcing organizations to find alternative ways to conduct business while federal, state, and local governments were mandating quarantine measures or strongly encouraging people to stay at home. 

Like many other institutions, we had monitored the initial outbreak and were taking stock of our options and existing resources. We decided on one non-negotiable objective – that we would continue to innovate and deliver a high-quality education despite the unprecedented circumstances. We wanted to create a bold online learning experience that went beyond being familiar with new tools and instead emphasized digital fluency.

Key Investments and Decisions Pave the Way

Digital Learning Tools

Luckily, we didn’t have to build everything from scratch. UTSA had made key investments in digital resources and tools, notably becoming the only public university in Texas certified as an Adobe Creative Campus. In late 2019, UTSA was only 1 of 38 schools worldwide with that distinction. 

Digital Learning Prep and Coaching

UTSA notified students that it was immediately extending Spring Break by a week. It bought our team in UTSA’s Office of Academic Innovation a critical five additional days to prepare every faculty member to provide online instruction, even though most had never taught in a digital learning environment. 

It was clear that we had to quickly disseminate a suite of materials, but simply distributing tutorials and tools wouldn’t be enough. If we were going to overcome faculty hesitation, we needed to create a group of digital learning ambassadors to encourage confidence and comfort with online instruction.

Our 50 Faculty Champions and Points of Contact became trusted sources of information amidst the fear and disruption of the pandemic. As peer mentors, they were embedded in colleges to help us distribute information to their colleagues. They were vital figures in helping their peers learn how to broadcast lectures – but, more importantly, they took part in reimagining how we help our students learn. Faculty Champions and Points of Contact were selected by their college’s dean, so organizational buy-in was baked-in from the beginning.

“Faculty were able to obtain assistance both within their departments and from a larger support structure, so they felt confident seeking help from colleagues who were familiar with their course content.”

Arturo Montoya, Faculty Champion,
Associate Dean of Undergraduate Programs, Associate Professor, Department of Civil and Environmental Engineering

Together, we held listening sessions and met individually with groups of students and faculty. In addition, we engaged the student and faculty representative organizations and conducted system-wide surveys.

From the feedback, our team in Academic Innovation created extensive resources and guidance to help faculty succeed online. We designed and conducted intensive Blackboard Learn bootcamps at the start of the transition online, and within one week, offered 40 live sessions to all departments. We provided each college with an instructional designer to implement new online teaching and learning practices. We also shared services that may seem small but significantly impact the student experience – like when we counseled faculty on how to stage their home workspaces to be optimized for online broadcasts.

Traditionally the center of campus activity, UTSA’s Sombrilla Plaza was quiet through much of 2020 after all classes moved online. Photo by freelance photographer Mark Humphries.

Faculty Champions helped their colleagues gain confidence in their online teaching capabilities by offering one-on-one peer mentoring and identifying actions to support student success. Ultimately, our team and the Faculty Champions trained more than 1,000 instructors in less than a week to move 2,298 courses online.

Once students returned online after Spring Break, we continued to listen to their feedback and helped faculty tweak or improve their courses. We also obtained new tools and licenses that helped us continue to enrich the student experience and improve accessibility. Initiatives like Gamify Physics, for example, helped transport our students across the world and show the diversity and expertise of physics professors that more closely resembled our majority non-white campus. 

Supporting and Connecting the UTSA Community

Even with all these tools and strategies, we still needed to combat the isolation and loneliness of COVID-19 and social distancing. So UTSA, with the help of Faculty Champion Jodi Peterson and many others, developed an interdisciplinary project to help spur interactions between students. We provided students with an opportunity to capture this moment in their lives. It was not just an exercise in experiential learning — the project connected them to each other, encouraged deep thinking in a virtual environment, and provided future historians with the feelings, fears, and hopes of our students through tangible artifacts that would last beyond this moment in time. 

What it All Led To – Our Defining Moments

Defining Moments showcases the creative and collaborative prowess of the Roadrunner community. More than 500 students across six disciplines were invited to participate in the project. They worked with faculty in history, English, art, music, dance, and architecture to turn their reflections into creative and expressive works. Students utilized collaborative tools, like Adobe, and leveraged the expertise of instructors who had been shown how to excel in digital learning environments. Academic Innovation’s team captured interviews, shot videos, and placed students’ creative output together in an artifact repository.

Faculty Champions and Points of Contact were critical to successfully flipping operations online and reimagining how we deliver an inclusive, equitable, and engaging education in a digital setting. Many of the strategies we implemented during the beginning of the pandemic are now standard practice at UTSA. Faculty Champions and Points of Contact continue to inform UTSA’s work to build better student resources. They ensured that UTSA continued to deliver high-quality education to our students regardless of the volatile world or how students come to the classroom.

Categories
Practice

Lessons Learned Providing Instructional Design and Technology Support at the Onset of COVID-19

Welcome to our continued celebration of 2021 WOW awardees! We’re joined today by Alicia Montgomery Dunlap and Aimee Greene both from the University of Louisville, who wrote the following post about the outstanding work from the staff with Louisville’s Delphi Center for Teaching and Learning. Alicia and Aimee share several lessons learned from the remote shift facilitated by their Instructional Design and Technology and Blackboard Learning and Technology Teams. These lessons are helpful as we continue to face the challenges of the COVID-19 pandemic, and as we consider emergency and crisis management in the future.

Frontiers is currently hosting our annual blog post series featuring posts from our 2021 WCET Outstanding Work (WOW) Award Winners.

This year we took a slightly different focus and asked for stories that described the intensely hard work that WCET member institutional staff, instructors, administrators, and students heroically stepped up with to the meet the challenges brought on by the COVID-19 pandemic.

Congratulations to the 2021 WOW awardees:

  • Colorado Technical University.
  • Miami University Regionals E-Campus.
  • University of Alabama.
  • University of Louisville.
  • University of North Dakota.
  • University of Texas at San Antonio.

Congrats and thank you to the University of Louisville and the digital learning heroes highlighted in today’s post. Stay tuned for the rest of this blog series as we lead up to this year’s WCET Annual Meeting!

Enjoy the read and enjoy your day,

Lindsey Downs, WCET


The Delphi Center for Teaching and Learning was the touchstone for University of Louisville faculty and students alike as the COVID-19 pandemic forced courses to move online. Our Instructional Design and Technology team and Blackboard Learning and Technology team worked in tandem daily to meet faculty technology and instructional design needs, so we were able to move swiftly to coordinate support efforts for faculty learning to teach remotely for the first time. In the process, we learned several lessons about agility, scalability, and future support. Today we’re excited to share those lessons learned with you.

Lesson 1: Leverage existing systems, relationships, and processes.

Our first major lesson learned was to lean on existing programs and processes as much as possible.  

The University of Louisville has been offering online programs and courses since 2000. Because of this, we had already developed several systems and processes to support online learning. At the start of COVID-19, our challenge was scaling what was already in place. These systems, in addition to existing collaborative relationships, allowed us to respond quickly.

The University of Louisville requires that a course shell be created for every course in the university’s learning management system, Blackboard. This saved a very time and labor-intensive step when needing to move courses online quickly. With these shells already in place, we were able to help faculty add course content immediately.

Additionally, the university had an existing Continuity of Instruction plan, which was updated and communicated to faculty annually. While the Continuity of Instruction plan was intended primarily to address disruptions due to inclement weather, this plan gave a solid foundation for moving all courses online at the start of COVID-19. Finally, the university’s Center for Teaching and Learning leveraged a number of existing training programs to provide support without the need to develop new modules and training content.

Lesson 2: Pivot support as university needs change.

The second big lesson learned was to be flexible when offering programs and other types of support.

inforgraphic about increased support at UL.
146 training opportunities for faculty
7,400 one-on-one consultations by support teams
4,800 blackboard helpdesk ticks (increased by 35% over 2019)

We rolled out four waves of support to meet faculty needs at different times and as the university’s response to COVID developed. Trainings were offered in-person, remote or self-paced. The initial wave of training was launched in March 2020, just three days after the university’s decision to move online. We developed and offered three subsequent waves of training in April, July and October to prepare for the summer, fall and spring semesters. Sessions and resources were focused on topics and tools prioritized based on faculty feedback.

To offer these trainings, we established six cohorts arranged by discipline within Blackboard. The cohorts had access to a dedicated instructional designer, paced and self-paced resources, modules, and recordings of live sessions. Establishing cohorts of faculty allowed individual instructional designers to focus on a single discipline and limited the number of users in each group, making interactions easier to manage.

During these four waves, we offered 146 training opportunities attended by 2,187 faculty for a total of 2,701 hours. In addition to formal trainings, we also provided over 7,400 consultations in 2020 (more than 2.5 times the number held in 2019), serving 1,231 faculty and 3,444 hours.

Lesson 3: Upgrade support systems to scale.

Our next lesson learned was to ensure adequate support coverage outside regular business hours.

To ensure maximum help desk support, we added weekend coverage and extended evening support hours until 10 p.m., including 24/7 on-call hours. Blackboard’s help desk processed 4,800 tickets in 2020 – approximately 35% more than in 2019, without adding any staff members. Eighty percent of those tickets were closed within our goal of 48 hours. We leveraged existing ticketing and support systems, as well as a new, cloud-based call center platform that allowed us to respond to evening and weekend calls without adding staff. These tools also provided data used to make decisions about help desk hours and support, which were reduced after the initial pivot to online instruction. However, extended hours remain that were not available pre-pandemic.

The help desk is staffed by the Blackboard and Learning Technology team, instructional designers and students. Student employees were involved in decisions about extending hours and volunteered to be included in the call support pool. We also set up Microsoft Teams and text groups to be able to communicate with each other in case there was an issue someone couldn’t address while on call.

photo collage of the blackboard help desk team at UL

Lesson 4: Keep what works and continue to iterate.

Our final lesson – once you level up, don’t look back. Just keep moving forward.

The outlook on online education has shifted. If there is one thing we’ve learned, it’s that there is no going back.

Given this new outlook, several departments shifted their vision to offering fully online programs – and quickly. Between March and December 2020, we launched 12 new online programs, compared to only five programs within the same timeframe in 2019. The number of students enrolled in fully online programs for our summer and fall 2020 terms exceeded the prior year by 33% and 41% respectively, helping the university realize its highest enrollment in more than 20 years.

Our Instructional Design and Blackboard teams continue to support this growth in online programs and courses. We see that faculty have retained and are using skills they acquired during the pandemic as they return to in-person instruction (using Blackboard course shells to collect assignments, for instance). In fact, as most faculty have mastered the basics and have access to self-help resources in their Blackboard cohorts, help desk tickets are down 20% for the first few weeks of the 2021 fall semester as compared to pre-pandemic numbers. Now, we are shifting our professional development offerings so instructors can level up their skills.

We are continuing to support our Blackboard cohorts by adding new faculty and updating resources for online and hybrid instruction as well as technology tools. This has become a go-to resource for our faculty with questions about online and hybrid instruction. The Blackboard team continues to offer extended support hours and is considering additional ways to streamline support, such as a self-service knowledge-base.

By keeping many of our extended support systems in place, we are prepared to address faculty needs as the online education landscape continues to evolve.


Categories
Policy

What is “NEXUS” for higher ed? Considerations for a multi-state workforce

As the COVID-19 pandemic lurches on, many employers, including postsecondary institutions, are navigating the reality of what many feel is the future of work: remote employment. By the end of 2021, its predicted that over a quarter of the workforce will remain remote. Furthermore, its estimated that 36.2 million Americans will work remotely by 2025, an increase of 16.8 million people from pre-pandemic rates. While these are astounding statistics, many higher education leaders nationwide are trying to consolidate the necessity of remote work, even as our society pushes into a new culture of work modality. Whether that future means more hybrid or fully remote employment options, these leaders are struggling to preserve some semblance of their traditional campus or organizational cultures or find a balance to move forward. It’s an unenviable position.

Presumably, with more flexible work options in a growing, digitized economy, increased interest and opportunities for movement will follow. Recruitment and worker mobility outside of the institution’s physical location or state may carry implications for both short and long-term work arrangements. Regardless of intentionality or emergency response, an increase to an institution’s out-of-state footprint triggers a critical reality and complexity of our country: We are one country, comprised of 54 unique states and territories, each with their own laws and regulations. States maintain a role and authority to oversee activities within their respective borders.

Management of faculty, instructors, and/or staff in multiple jurisdictions necessitates the need to be mindful of and comply with complex legal issues. Today we will discuss some of the many issues pertaining to a multistate workforce. Employment laws are nuanced and ever-changing. Institutions will be well-served to bring together a group of campus stakeholders to align interests, consider the investment and steps to obtain compliance.

Shifting the question – Do you know where your employees are?

Sound familiar? If you are a champion of state authorization for distance learning, you may be sheepishly grinning as you recall the key question… “Do I know where my students are?”

A multi-state workforce follows a similar principle to traditional state authorization: institutions who engage in activities outside of their primary state must comply with rules and regulations pursuant to the conditions wherever they may be operating. Instead of focusing on “physical presence” as our standard terminology, we’ll shift to the term “Nexus,” by which we mean ‘a relationship or connection between two or more entities which creates a legal presence.’ In tax law, it’s a relationship between a taxing authority, such as a state, and a business. Like traditional state authorization, parameters as to what constitutes that “nexus” will vary widely among U.S. states and territories, ranging from:

  • owning or leasing a property,
  • deriving income,
  • storing products or supplies,
  • engaging contract employees,
  • threshold of employees in a locality,
  • an employee working from a home office, etc.

Employee location, or the presence of their home office, is the critical first piece of information to pursue a tangible step on the path to compliance, establishing an initial approval (registration) to operate in a particular locality.

Many institutions will be familiar with some business registration practices, including those which govern “interstate commerce” and are not covered through reciprocity. State oversight of these registration functions will vary by location, and responsibility may fall to the Department of Labor or Treasury, Secretary of State, etc. Non-profit entities may qualify for an exemption, however bonding or other requirements may still be in effect. In many cases, unless the organization obtains and maintains all required state tax exemptions, it may be treated as a for-profit entity. It is likely that a business services, counsel, or other campus office may already be familiar with registration requirements and state-by-state contacts.

Temporary exemptions in response to COVID-19

In response to the challenges of COVID-19, some states offered flexibility and guidance to both employees and employers to accommodate temporary adjustments due to remote work orders.

Many of these are tied to “State of Emergency” orders, and may have expired. Employers should anticipate state variation and should not assume that flexibility has been granted, or will continue into the future.

For example, New Jersey has offered guidance and notice resuming out-of-state corporation registration and tax effective October 1, 2021.


States offering temporary waivers in response to COVID

Worker Classification

Classification is the key to decoding a variety of provisions related to taxation, state employment laws, and benefits. In addition to the Fair Labor Standards Act (FLSA), states maintain their own provisions to regulate respective, and in some cases, stricter classification criteria. Simply because an employee is exempt under federal law, does not mean that they follow that same classification under state law. Parameters may stipulate or address wage requirements (nonexempt, exempt, contractor), overtime rules, recordkeeping standards, unemployment, or other leave scenarios, etc. Failure to accurately classify an employee may result in wage penalties, back taxes, back payments to the employee, etc. Misclassification becomes a more complex issue where independent contracting is concerned.

Classification may be particularly impactful when seeking to hire instructional or administrative staff. For example, the U.S. Department of Labor provided FLSA guidance in 2018 addressing “white-collar exemptions” for postsecondary operations, including instruction and student employment. The guidance explains the basis for wage and overtime in several scenarios. However, it also emphasizes that when state law differs from FLSA, an employer must comply with the standard most protective to employees.

Peeling back the layers of taxation

Authority to conduct business

Photo by Mockup Graphics on Unsplash

As previously mentioned, when an employee is working outside the state borders of the employer’s base of operations, it may require the employer to pursue a registration in a particular locality. The registration requirement is critical to establishing employer contributions to fund state programs or compliance with mandates such as unemployment insurance, family or other leave programs, disability or workers compensation.

Both the employer and employee may be subject to a variety of taxes specific to the state, county, and in some cases, even a city. A recent KPMG presentation cited that there are approximately 10,000 taxing jurisdictions in the U.S. Some payroll software systems or other vendors may offer employers support in navigating tax rates and withholding procedures among the different jurisdictions from which they operate.

Income tax withholding

State law generally requires employers to withhold state income tax based primarily on where an employee performs services, and secondarily where the employee resides.

In 43 states and Washington, D.C., a remote employee typically receives a tax credit or deduction from their home state and will file a second return as a “nonresident” in their work state. Employers may offer a reminder to their remote employees to adjust withholding in the event one state maintains a higher income tax rate over the other.

In some cases, states who border one another may establish a reciprocal agreement to address incurring tax liability. For example, the Commonwealth of Virginia maintains respective reciprocal agreements (specific parameters apply) with a few neighboring states to simplify income tax for employees. These agreements allow the employee to pay the income tax of the state in which they live, and not the state where they work.

Nonresident and temporary work arrangements

Additionally, the majority of U.S. states have established thresholds as to how long a nonresident may work in a state before an employer is required to withhold state income taxes. Stipulations around these rules will vary. For example, Arizona maintains a 60-day rule before an employer is obligated to withhold income tax. Some state rules may be as short as 14-days, or stipulate an income threshold. This is an important data point for employees who move or travel at increased intervals and localities with additional income sourcing rules.

Convenience and income sourcing rules

Five states, Connecticut, Delaware, Nebraska, New York, and Pennsylvania tax employees where their office is located, even if that office is outside of the employer’s state. This is often referred to as a “convenience” or income sourcing rule. In many of these states, the employee may be denied a tax credit or deduction from taxes paid to another state, potentially resulting in double taxation. Generally, if the employee may only carry out their work in that specific state location, they may be exempt from this rule. Specific conditions by state and the employee’s situation will apply. The following are recent notable and unique developments:

  • Arkansas’ Governor signed a bill in April 2021 amending its convenience rule.
  • Connecticut’s Governor has signed a bill amending its convenience rule for the 2020 year only.
  • The Commonwealth of Massachusetts instituted a new income sourcing rule in March 2020 requiring employees of Massachusetts based employers to pay income tax to the Commonwealth if they were a remote (non-resident) employee during the pandemic. In October 2020, New Hampshire filed a petition with the U.S. Supreme Court, asserting that the emergency regulation violates the Commerce and Due Process constitutional provision by imposing tax on New Hampshire residents even though they did not enter Massachusetts to work. New Jersey, Connecticut, Hawaii, and Iowa filed an amicus brief supporting New Hampshire. Similar suits in other states have escalated in the past, however the U.S. Supreme Court has historically held to the determination that states hold broad latitude to tax in-state activity, including nonresidents on in-state earnings.

As an employer, it’s important to be aware of these rules as they may carry implications for remote employees working in new locations because of the pandemic, working in localities on a short-term basis, or in the long term, have an adverse effect on competitiveness to recruit in a particular state. As an employee, it’s critical to inform your employer of your location to ensure it withholds tax from the correct state.

Action steps to take at the institution


…the expansion of a multi-state workforce introduces a set of complex compliance requirements which require close, coordinated, and detailed communication with a multitude of cross-campus constituents. This team may include the hiring division or department, business operations, general counsel, human resources, payroll, IT, and finance professionals.”

Registration and taxation aside, the expansion of a multi-state workforce introduces a set of complex compliance requirements which require close, coordinated, and detailed communication with a multitude of cross-campus constituents.

This team may include the hiring division or department, business operations, general counsel, human resources, payroll, IT, and finance professionals. The following are few considerations to begin:

  • Re-create your institutional compliance team to align campus stakeholders in the institution’s strategy, procedures, policies, and risks addressing remote work and multistate operations.
  • Institutional contacts in HR and Payroll are critical resources when considering potential remote positions. Payroll services may support compliance functionality for tax purposes, however verification of laws and compliance at the local level should always be encouraged.
  • Well-defined policies are critical:
    • Determine factors and parameters to define which campus positions may be remote.
    • Location is everything. Acknowledge that where employees want to be, and where it is realistic for them to be, may not always align. Consider the institution’s level of risk and investment in investigating specific states and potential issues. Institute language which requires the remote employee to notify the institution if they move or if a current on-premises employee desires to transition into a remote capacity.
    • If fully remote, articulate expectations for in-person engagement, travel, and related expenses.
    • If temporarily remote, define an end date for the work agreement and include parameters for reconsideration or extension.
  • Communicate and document determinations regarding state laws, employee classifications, and agreements meticulously.
  • Schedule an audit: Review the respective state laws, reassess the goal(s) of operating in a multi-state capacity, and revisit the cost-benefit analysis of remote work.
  • Engage and ensure the institution’s government relations contacts are aware of the interest and investments in the institution’s multi-state workforce. Help them stay connected to local laws and congressional interest in efforts to simplify nonresident tax laws such as the Mobile Workforce State Income Tax Simplification Act or the Multi-state Worker Fairness Act.

Student and organizational culture considerations are critical

It can be tempting to allow the burdensome process of managing state-by-state compliance to determine where remote work may occur. However, it’s important to weigh the investment of resources against the strategic direction of the respective department, division, or institution as a whole. I encourage institutions to review the numerous stories shared in the Chronicle of Higher Education over the last several months addressing campus and student culture considerations. Some key conversations to consider in addition to aspect of compliance:

  • How dependent is the program or campus culture on in-person engagement? How does that factor into student support? How has virtual student support been received?
  • What is the goal of remote work? How does it factor into individual roles? Are roles hybrid or fully remote? Are there implications for employee retention?
  • What does the out-of-state(s) expansion achieve? Does it support access to a broader or specific talent pool?

Share your questions, progress, and challenges with WCET & SAN

The information provided in this piece is sourced broadly and intended to provide an overview of some considerations relative to managing a multi-state workforce. I encourage you to evaluate any determinations alongside specific details of the institution, employment situation, and locality with general counsel. There is a myriad of additional state-by-state provisions pertaining to the American’s with Disabilities Act (ADA) or Family Medical Leave Act (FMLA), protected class, WARN laws, reimbursement rules, employee privacy, hiring practices, unions, etc. not included in this piece.

Your experiences and reflections navigating these issues are helpful to inform additional research, tools, and conversations with the WCET State Authorization Network (SAN) going forward. Myself and my colleagues would love to hear from you. Please reach out: rstachowiak@wiche.edu or 303-541-0289. If you have questions or want to discuss the considerations presented here, engage the WCET membership through our DISCUSS or SAN Network member communities.

Categories
Practice

Don’t Lick Any Doorknobs and Roll Tide – Virtual Bama Bound and Shifting Operations

Today we continue our celebration of 2021 WOW awardees with a post from Rachel S. Thompson, Director, Center for Instructional Technology Office of Information Technology with The University of Alabama. When the higher education world moved online due to the COVID-19 pandemic, Alabama’s ITAS and CIT teams collaborated to shift their student orientation online, and then doubled down to help the rest of the university shift operations remote as well.

As started last week, Frontiers is currently hosting our annual blog post series featuring posts from our 2021 WCET Outstanding Work (WOW) Award Winners.

This year we took a slightly different focus and asked for stories that described the intensely hard work that WCET member institutional staff, instructors, administrators, and students heroically stepped up with to the meet the challenges brought on by the COVID-19 pandemic.

Congratulations to the 2021 WOW awardees:

  • Colorado Technical University.
  • Miami University Regionals E-Campus.
  • University of Alabama.
  • University of Louisville.
  • University of North Dakota.
  • University of Texas at San Antonio.

Congrats to the University of Alabama and the digital learning heroes highlighted in today’s post. Stay tuned for the rest of this blog series as we lead up to this year’s WCET Annual Meeting!

Enjoy the read and enjoy your day,

Lindsey Downs, WCET


“Hey! Are we going entirely remote?”

“Yup. Faculty and students get an extra week of break. We go fully remote for the rest of the Spring 2020 semester on March 31.”

“Wow…how many Zoom accounts can the System office spin up quickly? How many of the 10,000 courses offered this term are already fully online or meeting virtually?”

“We’ve requested a Pro account for each of the 5,400 instructors and staff. And teaching assistants. Oh and tutors and advisors need them too. 

"About 1,000 of the 10,000 sections this term are fully online now, but every class has a shell in Blackboard as of this morning.”

“Well, I guess we will get them up to speed quickly. Glad instructors and students get an extra week of break. We can use that time to get our cats herded and our ducks in a row. ?”

“Sounds good. I’m going into the office tonight to get my plants and my laptop.”

“Stay safe. Wear your mask. Wash your hands. Don’t lick any doorknobs. Roll tide.”

A Quick Shift

Photo by Pavel Danilyuk from Pexels

In March of 2020, The University of Alabama joined universities across the world in a quick shift to emergency remote teaching.

The conversation above and others like it happened throughout the Capstone, many of them between the Center for Instructional Technology (CIT) and UA’s Department of Instructional Technology and Academic Services (ITAS) as we moved to remote operations. Together, these two teams ensured faculty, staff and students could continue their learning experience during the unprecedented circumstances associated with the COVID-19 pandemic.

As the University of Alabama was thrust into remote operations in March 2020, the ITAS and CIT teams exemplified their on-going commitment to faculty, staff, and students by collaboratively assisting the Department of Orientation in delivering Bama Bound – what we call our student orientation – virtually to over 7,000 incoming Fall 2020 main campus students.

Over the course of a five-week period, ITAS staff provided instructional design, media production and technical support to the development of the online version of the orientation. CIT staff provided technical support for the learning management system and virtual web conferencing sessions.

As a result, the Department of Orientation was able to deliver Bama Bound to all incoming freshmen and their families, in a virtual environment, in preparation for their fall arrival on campus.

It wasn’t just orientation that had to go virtual. Now that orientation was available remotely, we needed to ensure our other operations could shift as well.

screen shot of UA orientation website
Bama Bound orientation information – https://orientation.ua.edu/

Shifting Operations

ITAS and CIT had helped push orientation online, and next the ITAS and CIT teams were called upon to collaboratively provide the entire University of Alabama campus with innovative and creative solutions in the areas of instructional design, technical support for faculty/staff and students, media production, and faculty training. ITAS and CIT expanded available tools and support for:

  • web conferencing,
  • assessment,
  • evaluation and proctoring,
  • accessibility, and,
  • rights and resources and collaborative writing tools,

… to meet the needs of the campus during remote operations.

These collaborative ITAS/CIT initiatives have been implemented at the University of Alabama since March 2020:

  • Delivered Faculty Roundtables and co-offered faculty development sessions to share ideas and explore issues.
  • Developed resources and training about flexible learning modes based on Quality Matters and on Online Learning Consortium suggested practices.
  • Provided online content (from Bama By Distance online courses) for main campus faculty to enhance the delivery of their face-to-face courses that had been moved to the virtual environment.
  • Provided 24/7 technical support, in collaboration with Blackboard Student Services, for all University of Alabama main campus and Bama By Distance students.
  • Opened the University Hall media production studios, using appropriate covid-19 mitigation strategies, so that faculty could record media content for online delivery during remote operations.
  • Developed and promoted resources for on-campus students who were suddenly studying remotely.

As a result of the efforts of ITAS and CIT, the University of Alabama persevered to deliver instruction to students all over the world, and without interruption.

All of our faculty, staff, and students are proud of the work our ITAS and CIT teams accomplished in response to the COVID-19 pandemic. Remember, don’t lick any doorknobs and Roll Tide!   

Categories
Practice

Enhancing Quality in Digital Learning

WCET’s staff and Steering Committee work groups continue their efforts toward increasing access to quality higher education. Previously our work groups have shared incredible research and discussed opportunities for creating a more equitable and inclusive future for higher education and next up we’ll focus on the ROI of digital learning.

Today we’re highlighting to work from our Steering Committee work group on quality in digital learning. This work is ongoing, but today’s post provides real world examples of how postsecondary instructors and administrators can be involved with quality assurance of course design and programs.

We’re thrilled to welcome several members of the work group who discussed quality in digital learning with WCET staff member Megan Raymond. Megan shared several questions on ensuring quality of teaching and learning, especially as we head back to school this fall, and the future of digital learning in higher education. Thank you to today’s interviewees:

  • Brenda Boyd, Senior Academic Director – Program Services with Quality Matters,
  • Gary Chinn, Assistant Dean, Digital Learning, with The Pennsylvania State University,
  • Shannon Riggs, Executive Director, Academic Programs & Learning Innovation, Oregon State University, and,
  • Michelle Pacansky-Brock, Faculty Mentor, Online Teaching & Learning with CCC California Virtual Campus, Online Education Initiative.

I’d like to extend a special invitation to WCET members to join us for our upcoming WCET Closer Conversation on Ensuring Quality in Digital Learning – September 17, 12:00 pm MDT. During this event members of the WCET Steering Committee quality work group will discuss:

  • Quality metrics across modalities,
  • Developing internal policies to drive quality,
  • Integrating continuous improvement and backward design into high-quality course design,
  • Including the voice of the student and ensuring students that they are making a sound investment with their time and money,
  • Quality in program development vs. ensuring quality in mature programs.


Bring your stories and experiences! Registration is free and open to current WCET members but limited to the first 50 registrations. Participants are invited to interact via video and or chat.

Now, onto our interview with Megan and our interviewees!

-Lindsey Downs, WCET


Q: From what lens are you approaching quality in digital learning (i.e., instructional and curriculum, program management, student support, or other)?

Brenda Boyd (BB): Instructional and curriculum, continuous quality improvement, and quality assurance.

Gary Chinn (GC): COVID has asked us to confront so many aspects of quality in digital learning, it’s hard to choose a particular one. While we had strong quality guidelines for the creation of digital course materials for fully online courses, we are now looking to build out resources that address quality in hybrid and synchronous remote classes. This expansion in focus does require that we look more closely at the student experience. What does a better Zoom-based learning experience look like? How might we harness the good thinking that has gone into the past 18 months to make lasting changes to our design practice?

Michelle Pacansky-Brock (MPB): Through the lens of achieving educational equity for all humans.

Shannon Riggs (SR): All the above! Providing high-quality online educational experiences is complex and requires quality assurance measures in several areas. Quality Matters has long used the concept of a “quality pie” to explain which aspect of online education their Higher Education Rubric addresses, course design. Other pieces of the pie are important, too, though they are not directly addressed by the QM Rubric: course delivery, course content, institutional infrastructure, the learning management system, faculty readiness, and student readiness.

Online Learning Quality Pie – Quality Matters

Q: From your vantage point, what are the most significant concerns about quality in digital learning?

BB: The most significant concerns about quality in digital learning include the same concerns we have always had about digital learning. The pandemic has amplified and scaled these concerns and shone a spotlight on the lack of comprehensive support provided to online learners that on-ground students have long had available to them. The key concern is to make clear learning promises and to deliver on them, regardless of modality.

GC: Historically in my role, I have primarily been concerned about the quality of the student experience in fully online programs. In that context, it’s both the quality of the program experience, as well as the quality of individual courses, that have been the focal point.

Because of the work we’ve undertaken to help navigate our response to COVID, quality has taken on new aspects. With the emphasis on hybrid models of learning that I expect going forward, the opportunity ahead of us is to build supports for the thoughtful design of learning opportunities that use digital learning tools in the most beneficial ways possible.

MPB: The most significant concern is the paradox that digital learning presents to the increasingly diverse group of students served by higher education. For decades, online and blended courses have increased access to students who have traditionally been left out of higher education. Increasing access to college for students who are low income, first generation, Black, Hispanic, and other students of color is something to celebrate. But we also know that these same students are less likely to succeed in online courses than their White and Asian peers.

SR: Right now, my main concern is that students, faculty, and administrators might not understand that the emergency remote education is not the same as “traditional” online education – that is, online courses and programs that were intentionally and methodically designed to be delivered in an online format.

What faculty have been able to do with remote instruction during the pandemic has been remarkable. What a feat to pivot to a new way of teaching in such a short and stressful time. At Oregon State, we have heard many times through the pandemic that our faculty who had training and experience in online course design and delivery had a much easier time shifting their campus-based classes to remote courses. However, I’m sure that nation-wide, many faculty who did not have that training and experience struggled.

On the flip side of that concern, though, is a lot of excitement and hope. This is a very exciting time to be working in online education. Experienced online educators are poised to serve as leaders to all who work in higher education right now. Online educators, administrators, instructional designers, and faculty development professionals know a lot about how to design and deliver high-quality online education. Once we move into a post-pandemic era in higher education, it is likely that students will seek the flexibility that blended and online education afford and those more experienced online education leaders can share what they know.

Q: Where do opportunities exist in improving quality of digital learning and/or what opportunities come from improving quality in digital learning (programs, courses, management, etc.)?

BB: Providing professional development for faculty and staff to help support learners across modalities is a major opportunity area. Faculty who never anticipated teaching online are doing so now or have pivoted from emergency remote instruction toward online learning that is more organized and thoughtful. Instructional designers have been amazing allies and supports throughout the pandemic to help faculty learn to use technologies for teaching and how best to leverage them, if faculty did not know already.

No matter where a campus is in terms of their evolution in digital learning, there is always room to improve. If campuses are already on the pathway to continuous improvement, the opportunities that come from that investment include growing programs, increasing enrollments, and improving the student experience. Institutional leadership supporting what works well across the institution is another area of opportunity. Willingness to change and use a growth mindset to learn from this experience and pivot to providing students with quality learning experiences through faculty and staff development will be critical during this time of many models and flexible pathways for student success.

Learner support services and initiatives were highlighted as major drivers of student success in the recent QM President’s Summit report. Through making services and supports available to students in digital environments, all students are helped. How to provide learner and academic support at scale is a big opportunity area for institutions.

GC: I believe that the opportunity we have collectively for improving digital learning is the creation of a more flexible and coherent student experience. Can we marshal the ideas, technologies, and institutional will to create reliable and varied pathways for our learners? This runs the gamut from individual courses through full programs. A quality lens plays an essential role in this transformation because our students will benefit most from learning designs, policies, and supports that are consistent and advance their educational experiences.

Photo by Christin Hume on Unsplash

MPB: Too often, educators (which I use as an inclusive term for all faculty, staff, and administrators) approach quality through the lens of equality, as opposed to equity. Equality implies that it is fair to treat everyone the same. But we know everyone is not the same. An equity lens enables us to see that each student brings unique needs, and our learning and support environments must be responsive in order to be high-quality and meet those needs to ensure all students can succeed.

A great opportunity for improving quality lies in creating institutional cultures that value teaching. Course design rubrics serve a valuable role for faculty but course design is just one side of the coin. Teaching is the other side. In the past ten years, course design rubrics have gained significant traction in quality efforts in online education across the United States. And that work has been important. I can remember when I first saw a course design rubric a few years after I started teaching online. I made really valuable changes to my course, as a result.

But a well-designed course doesn’t translate directly into a meaningful online learning experience that supports the needs of our diverse students. The quality of faculty-student interactions is critical to building trust and motivation in digital learning environments. Cultivating positive instructor-student relationships is a huge opportunity for advancing equity in high-quality digital learning environments. And the moment is ripe for this. Human connection is revitalizing, particularly when a person feels depleted and burned out.

SR: One of the challenges we faced during the pandemic was with exam proctoring. The inability to proctor exams in person was a significant hurdle. Online proctoring helped in many cases, but there are still some concerns about student privacy. To my mind, this means that we have some opportunity to improve our approach to assessment in digital learning.

Peer review tools seem especially promising – they foster active learning and critical thinking while also keeping the grading burden on faculty reasonable. Who doesn’t want rigorous assessment options that aren’t prohibitive workload-wise? Some faculty may have qualms about relinquishing grading to a peer review system, because providing feedback is so much a part of their identity as an educator. The research on these systems is very promising and I believe that once faculty understand how critical their input is in the design process of an assignment using a tool like this, and that they can override a grade in the rare cases when something goes awry, that they may be more open to using these kinds of tools.

Q: As we enter the 2021 Fall semester, what is top of mind regarding high-quality digital teaching and learning? From your perspective, this could mean a high-quality learning experience, a high-quality teaching experience, or supporting high-quality teaching and learning?

BB: What’s top of mind is how administration and faculty support must be in place to support students as they enter a precarious and uncertain academic year. How is the institution committing to supporting quality teaching and learning through faculty support and student support? Providing these crucial services at scale challenges the most committed institution because it is the culture of the institution that may need to pivot now to support learning. Culture eats strategy for breakfast, so said Peter Drucker, so institutions will need to align their strategies with their institutional cultures to drive successful change.

GC: For this fall, what is top of mind for me is broadly the professional development aspect. How can we support instructors who might be experiencing new teaching modalities, new tools, and very unpredictable environments? What do they need most right now? How can they hear from students in a way that might benefit teaching practice? How do we introduce instructors to tools that may be of benefit, while being mindful not to overwhelm people who are navigating a very stressful experience? So, a collaborative strategy for the provision of guidance and tools is part of what’s on my mind this fall.

MPB: We need to shift mindsets about online courses and misperceptions about quality. One thing we can do more of is locating bright spots from the past year and a half – and you must believe that there are bright spots. Have faculty at your institution been given the opportunity to share why they love teaching online? Or share something they are proud of about their course? Create a stage for these examples and be sure to cast a wide net to include a diverse array of faculty in your efforts.

From my experiences working with and supporting educators who teach at a distance, online professional development can also shift mindsets about online courses. When an educator participates in an online program facilitated by an engaged, empathetic instructor with high expectations, they begin to comprehend how relationships can be developed at a distance and fuel intrinsic motivation. Faculty want to be proud of their courses. If they haven’t experienced an online learning experience that inspires them, how will they see that high-quality online teaching can be transformative? And if they don’t have the digital fluency to use technologies beyond a learning management system, then we aren’t serving them as we should.

SR: Top of mind for me heading into fall is investing in the continual improvement of mature online programs at Oregon State, in addition to developing exciting new online programs. I am especially interested in exploring standards for online program quality that will help us set stretch goals for improving our students’ educational experiences and collaborate with academic partners using a common language around online program management.

Q: What effective strategies have you implemented at your institution or what piece of advice do you have to share regarding quality in digital learning with the WCET Community?

GC: I think it’s been a plus to have an established quality assurance design standards for digital learning experiences. These standards have been around for years, and address aspects like accessibility, orientation, learning activities, assessments, and student feedback for course improvements. While the standards were built with fully online courses in mind, the framework was a great starting place when supporting large-scale remote teaching. One positive outcome of all we’ve learned might be that more institutions could establish their own quality standards. We’ve all learned so much that could benefit a resource like that.

Photo by Lagos Techie on Unsplash

BB: My best advice is to define a measurable goal and work toward it incrementally. A commitment to continuous improvement with incremental change is a path that everyone can follow. Save big changes for when there are blocks of time to devote to redesign or work in parallel. Have a goal and work toward it in small ways regularly.

MPB: As institutions move forward with Diversity-Equity-Inclusion (DEI) efforts, we must recognize that each of us plays a role in creating a more inclusive and equitable future for all.

SR: One strategy I am especially excited would be the Oregon State Ecampus Online Teaching Principles. These research-based principles help faculty new to online education appreciate what good online teaching looks like, and help experienced faculty reflect on their teaching practice. As a Quality Matters institution, we felt we had a strong foundation for online course design, but we felt there was a need for a tool that could paint a picture of what good online teaching looks like, after the design work is completed. We made our teaching principles openly available under a Creative Commons license to help fill that gap for other institutions that felt the need to better support online teaching.

Q: Other comments/reflections?

BB: Every institution and their faculty and staff are in a different place with their efforts toward quality. Getting the right people at the table to implement any kind of quality assurance plan is the first step. The next step is defining goals. What is important to administrators may not be the same things that are important to faculty, so those conversations are crucial to coming to common goals that enable everyone to achieve them. When those goals are not met, what supports are in place to enable continuous improvement?

Lastly, I know that Every Learner Everywhere has put out resources including the Playbooks that are very helpful for online course planning and helping faculty do incremental changes to their courses. QM has also provided the Bridge to Quality: An Online Course Design Guide that is free to everyone. It is designed as “an instructional designer at your elbow” for those who don’t have instructional design resources available to them at their campus to help them move online in an intentional and quality way. The design process is aligned to QM Standards and helps faculty ensure they include important things in their courses such as institutional policies and links to support services for students.

SR: The pandemic and the need to provide instruction remotely has pushed higher education to be more student-centric in how we deliver education. I believe that students will now (rightfully) expect a student-centered approach to continue. Experienced online educators know a lot about delivering education in a student-centered manner and have much to offer higher ed in leading us to more student-centered ways of doing business. There’s never been a more exciting time to be working in online, blended, and digital education.

Thank you again to our wonderful interviewees and interviewer for today’s discussion. Remember to register now for our WCET member-only Closer Conversation on quality in digital learning, September 17, 12:00 pm MDT!

Thank you to our interviewees:

 

 

Categories
Practice

Continuing to Enable Difference – Where Do We Go From Here?

Today’s post from Chantae Recasner, Dean, Academic Success with Northeast Lakeview College – Alamo Colleges District and the WCET Steering Committee working group on Diversity, Equity, and Inclusion, who joins us to close out the Frontiers series started at the beginning of this month on “Enabling Difference.”

During the month of August, members of this working group shared their advice, strategies, and research regarding equity and inclusion in higher education digital learning. As Chantae confirms below, this isn’t the end of WCET’s work on diversity and inclusion in higher education, but just the start. graphic says enabling difference

Stay tuned to learn more about our work in the future.

Thank you again to our WCET leadership for your outstanding work with us on this topic and your dedication to improving the educational experiences for all of our students.

Enjoy the read,

Lindsey Downs, WCET

 


This month’s examination of diversity, equity and inclusion has been but one example of how WCET is invested in living its values and engaging the expressed concerns and interests of its members. Our theme of “Enabling Difference” was intended to inspire openness about how we approach DEI challenges and aspirations as individual professionals and organizations.

From conceptualization of terms to strategic planning, from data analysis to eliminating barriers in tech, this series offered members a place to start, a place to re-engage, a place to re-consider. While the month has ended, DEI engagement for the WCET Steering Committee, the DEI Workgroup, and all of you does not and should not stop here.  

Online Learning as an Emergency Response

As we wrap up this series, Hurricane Ida is raging through Louisiana—a triggering moment for anyone who, like me, has experienced trauma associate with natural disasters, especially hurricanes. In many ways, the nested realities of a natural disaster amidst a global pandemic is yet another provocateur of debates about access. As I write this, the entire city of New Orleans is without power. What an apropos description of a city where the majority of its residents identify as members of a historically minoritized group, less than 50% have earned a higher education credential, and the average person earns about $35K a year. My house in San Antonio is currently occupied by family who evacuated from my hometown of New Orleans in search of safety, and my mind is now overrun with thoughts of how safety and recovery are intimately connected to equity and justice.

16 years ago, in the wake of Hurricane Katrina, we saw stimulation of the digital marketplace in higher education as many colleges and universities across the country enabled online course offerings in partnership with those campuses most victimized by the storm. Thus, online learning as emergency response was not a new idea when leaders gathered to determine how we would continue instruction in the wake of the COVID-19 pandemic. Systemic inequities can indeed seem most evident during moments of great distress, but they also manifest in micro-moments that distress individuals greatly.

My point here is that from the microaggression to the natural disaster, we are literally still navigating recovery strategies from historic inequities and building preparedness strategies as safeguards against future injustice. As we learned from the “Closer Conversation” on Friday, many of us are doing great work in our personal lives and at/with our institutions, but the challenges are varied if not vast. Are our different lived experiences enabling common conceptualizations of equity, equality, justice, inclusion? No. But, it is in the drudges of critical, courageous, brave, safe conversations that we at least build collective will to pursue the ideal, if not robust and clear strategy.

Where Do We Go From Here?

So where do we go from here? The best lesson I ever learned in instructional design was that well designed instruction is iterative. We look back to learn where to clear paths and innovate for higher achievement and for greater learning. Our journey toward creating greater access and equity in higher education in general and digital integration specifically is contingent upon our collective willingness to identify, value, and empower difference.

As Tina Parscal and Van Davis acknowledged, “…erasing equity issues at our institutions is everyone’s job,” and we press forward ever mindful of Janelle Elias’s counsel that “planning to plan is a critical part of centering DEI work.” In other words, we will never be able to “change some experiences for all students” and provide what Adam Cota described as “personalization at scale” if we fail to plan and then refuse to act. We should find comfort in taking a chance at doing it differently, thinking about it differently, and assessing it differently because there is no true failure in operating with the intention to increase access and eliminate inequity. If the concept of iteration holds, then we will continue to grow as we go. Thus, as Anna Porcaro exclaimed, “Educators have a responsibility — and really an exciting opportunity — to identify and remove as many [barriers] as they can as they build and revise online courses.”

“…what happens in the world impacts the classroom and what happens in the classroom impacts the world.

I would extend the vision of that impact opportunity beyond the course itself. If classrooms are but microcosms of our world(s), then the symbiotic influence holds—what happens in the world impacts the classroom and what happens in the classroom impacts the world.

So, let’s keep talking, planning, and doing. WCET would like to thank all you for engaging the blog series this month, and we invite you to continue the conversations with us and among your colleagues.


Categories
Practice

From -A to -S: One University’s approach to designing audience-minded, context-driven online course development frameworks

Today we begin one of my favorite parts of the year – and no, it’s not pumpkin spice season (although that is up there…), it’s WOW celebration season!

For the next several weeks, WCET Frontiers will feature blog post authors from our 2021 WCET Outstanding Work (WOW) Award Winners. This year we took a slightly different focus and asked for stories that described the intensely hard work that WCET member institutional staff, instructors, administrators, and students heroically stepped up with to the meet the challenges brought on by the COPVID-19 pandemic.

Congratulations to the 2021 WOW awardees:

  • Colorado Technical University.
  • Miami University Regionals E-Campus.
  • University of Alabama.
  • University of Louisville.
  • University of North Dakota.
  • University of Texas at San Antonio.

To kick off the award season, Kara Anand-Gall, Instructional Designer with Miami University Regionals E-Campus, joins us to discuss their online course development process and how they shifted in response to the pandemic to create an updated course development process for online, hybrid, synchronous courses and by the end of 2020, had 350 faculty “online-certified” for teaching remote-delivery courses using their new models.

Congrats to Miami University Regionals E-campus and the digital learning heroes highlights in today’s post.

Enjoy the read and enjoy your day,

Lindsey Downs, WCET


Online since 1999, Miami University Regionals, in partnership with E-Campus, has long had a process in place for developing online/hybrid asynchronous (what we have named “-A”) courses in accordance with regulations and best practices for distance learning course development. This process has resulted in a robust catalog of online courses, including nearly 300 courses representing nine fully online programs and thirteen different departments. The pandemic challenged us to build on this solid foundation to design a framework for developing online/hybrid synchronous (“-S”) courses.

Building from a Strong Foundation

Our longstanding -A course development process includes three phases: Online Faculty Orientation (E1), Course Planning (E2), and Design and Production (E3).  

E1: Online Faculty Orientation

Managed by our E-Faculty Engagement team, the first phase was designed to prepare faculty to teach or develop their first online course with E-Campus. E1 includes opportunities to:

  • learn about best practices in online teaching and learning,
  • introduces faculty to common technologies used by our E-Campus faculty,
  • provides training in accessibility and course management techniques, and,
  • gives them the experience of being an online student in the University’s LMS, Canvas.

Completing E1 satisfies higher education standards for professional practices for online instruction, which are required by our regulatory bodies. Additionally, it gives our faculty an opportunity to advance their career, and – most importantly to our mission – maximizes their potential to impact student’s learning. Over time, this orientation has been baked into the culture at Miami University Regionals so that new faculty hires complete the E1 phase as part of their onboarding.

E2 and E3: Course Planning, Design, and Production

The second and third phases of the course development process are facilitated by our Instructional Design team. These phases, each eight weeks, entail collaboration between an instructional designer and either an individual or small team of faculty course authors. The E2 process entails planning the course, with a focus on alignment between course learning outcomes, module learning outcomes, learning activities, and assessments. E2 culminates in a blueprint, or curriculum map, of the online course. From here, faculty proceed to E3, the design and production phase, in which the faculty/instructional designer team moves the blueprint to a reproducible course shell. At the conclusion of E3, the course is internally peer reviewed using Quality Matters and OSCQR standards.

infographic with steps for learning design (E2 and E3 in post). team impact - increase online courses, advance course development experience, elevate learning experiences, raise profile of online ed)

A New Audience, A New Context, A New Process

The COVID-19 pandemic presented us with a brand-new audience: faculty who traditionally teach in face-to-face environments. New to us, new to virtual environments, new to technologies, they scrambled to quickly transition their courses to online -A and -S course formats.

Our team quickly pivoted to support, train, and encourage this brand-new audience. We expanded our support resources to address their needs. We adjusted our development schedule to accommodate additional courses. We facilitated 26 workshops and three faculty learning communities, all focused on pandemic-response teaching, reaching 120 unique participants. Additionally, we published 52 articles incorporating evidence-based best practices for online learning, addressing such topics as screencasting technology, video conference software, and Canvas features. Our hallmark pivot was the design of a new process specifically for the development of -S courses. Initially, we drew from the key elements of our -A course development process to this new framework, focusing on the stages of learning, planning, designing, and reviewing. 

-A course and -S course development frameworks. orientation through review.

We knew that we had neither resources nor time to overlay our existing -A course planning and design processes to -S course development. And for a while we found ourselves stuck in the mindset of the best practices we’d used for -A course development. We’ve learned that, almost always, getting “unstuck” is best achieved by collaboration, so our E-Faculty Engagement team, under the ECCOE initiative, formed an interdisciplinary committee of faculty, student, and E-Campus representatives to create a new process specifically for the development of -S courses. Their primary objectives were to maintain regulatory compliance and create a consistent experience for students, within the context of faculty autonomy.

With guidance from the committee, E-Campus developed and implemented a process that includes a reproducible Canvas template that adheres to regulations, allows for flexibility and personalization, and provides a consistent student-experience; a course development checklist; and a pre-course delivery consultation with faculty to ensure the delivery of high-quality synchronous courses. The E-Faculty Engagement team acts as partners throughout this process to guide faculty through the process, resources, and requirements. Starting Fall 2021, all -S courses at Miami University Regionals are required to meet the following minimum requirements:

  • Completion of E1: Online Faculty Orientation.
  • Integration of -S course Canvas Template into all -S course Canvas sites.
  • Utilization of Canvas for course management and communication of key course details including, at a minimum, Syllabus, Announcements, Assignments, Grades, Instructor Contact information, and virtual meeting links.
  • Consultation with E-Campus’ E-Faculty Engagement team to record the -S course details for regulatory reporting purposes.
shows screenshot of an LMS template

The Impact

In his article “Beyond COVID-19: What’s Next for Online Teaching and Learning in Higher Education?,” John Nworie writes,

 

“It is important to acknowledge that there is a difference between well-planned and developed online courses or distance education programs and the eclectic methods cobbled together hurriedly to meet the urgent demands of the situation.”

– John Nworie

 

As an E-Campus, we know the value of the well-planned and developed online course. As a result of our strategic application of both -A and -S course development processes, by the end of the 2020, 350 “online-certified” faculty were teaching remote-delivery courses. Adjusting our schedule to accommodate additional development resulted in a 62% increase in the production of new -A course offerings completed in 2020. Over the summer, we rolled out our new -S course process, and at the start of Fall 2021, 126 -S courses taught by 65 instructors were ready for delivery, all of which successfully followed the new framework.

These efforts have been – and will continue to be – critical to our open-admission, low-tuition mission, which has been successful in serving the surrounding population and communities, which are primarily low-income, first-generation, and urban Appalachian. 27% of our students are minority, 36% are non-traditional, and 31% are first-generation. Our actions served as a buffer against the cognitive cost of COVID-19 for a population of students who already face significant disadvantages and disparity in contrast to their peers.

We would be happy to share in greater detail the steps of our -A or -S development processes. Get in touch with us at eccoe@miamioh.edu with questions.

Kara Anand-Gall is an instructional designer with the Miami University Regionals E-Campus. A former English instructor with nearly two decades experience in curriculum design, teaching, and graphic design, her goals are to leverage digital platforms and pedagogical best practices to develop meaningful, relevant learning programs that result in student engagement and retention. She is currently pursuing her MFA in Creative Writing at Miami University. 

About Miami University Regionals E-Campus: The Miami Regional E-Campus office is the hub for all online and hybrid courses and programs at the regional campuses. We work with faculty to create interactive and rich online and hybrid learning experiences that allow students a more flexible Miami learning environment. Our office provides faculty training and support while monitoring online and hybrid course compliance. We use Quality Matters as a guide to our quality online experiences.

Reference

Nworie, John. “Beyond COVID-19: What’s Next for Online Teaching and Learning in Higher Education?” Educause Review. 19 May 2021.

Categories
Policy

Regular and Substantive Interaction Refresh: Reviewing & Sharing Our Best Interpretation of Current Guidance and Requirements

On July 1, 2021, the Department of Education released the final set of proposed regulations stemming from the 2019 Negotiated Rulemaking process (the Distance Education and Innovation Regulations). As part of these regulations, the definition of “distance education” in Chapter 34, §600.2 was updated, including specifically defining the critical terms: instructor, regular, and substantive.  

This was an important update, as “regular and substantive interaction” is what distinguishes “distance education” from correspondence, which has important implications for federal financial aid eligibility. However, until now, those terms were not defined by regulation, and guidance on the meaning of those terms was incomplete. Failure to comply with regular and substantive interaction requirements jeopardizes an institution’s access to federal financial aid if more than 50 percent of their courses are classified as correspondence courses, or more than 50 percent of their students are enrolled in correspondence courses.

Regular and substantive interaction” is used in the “distance education” definition as a consumer protection mechanism for students and to delineate federal financial aid eligibility for courses and competencies.

In talking with personnel from institutions about these updated regulations, there were commonly raised questions and concerns, and it was clear that further guidance from the Department would help institutional personnel understand what actions to take to best serve students and assure compliance. Earlier this month, WCET and the State Authorization Network submitted questions to the Department of Education based on discussions with our members and questions raised during presentations. Institutional compliance personnel across are seeking further guidance to assure compliance with this important distinction. We look forward to providing an update and analysis pending a response from the Department.

While we do not have all the answers at this time, we thought it was important to provide an overview of our best interpretations of these requirements and issues that have been brought to our attention as it relates to the federal definition of distance education. Please feel free to contact us with additional questions.

Definition of “Distance Education” in the Guidance for Program Approval by Accrediting Agencies

As we covered in a June blog post, the Department issued new Guidance on Accreditation and Eligibility Requirements for Distance Education about when an institution needed to seek institutional accreditation approval for offering distance education programs. In particular, the Guidance states that a “program offered in whole or in part through telecommunications is eligible for Title IV, HEA program purposes if the program is offered by an institution that is accredited by an agency that has accreditation of distance education within the scope of its recognition.”

people sitting at a table with several different devices, including laptops and smartphones.
Photo by Marvin Meyer on Unsplash

Note that the Guidance referenced distance education at the program level and set a lower bar for review than the 50% level that had been used by accrediting agencies for many years. In light of this Guidance and the transition to remote and digital learning during the pandemic, we received many questions about under what circumstances the variations of distance education would be considered “offered in whole or in part through telecommunications”. We also wondered if that program level threshold also be applied to courses, since that is the unit of measure for “regular and substantive interaction” reviews. Due to these questions, in our letter we asked that the Department clarify whether this guidance means that courses using any distance education variation (such as but not limited to blended learning, hybrid learning, hyflex learning, flipped classroom, adaptive learning, etc.) are now considered distance education and thus necessitates approval.

Definition of “Distance Education” as Applied to Courses in §600.2

The final definition of distance education in 34 CFR 600.2 in its entirety is as follows (emphasis added):

  1. Education that uses one or more of the technologies listed in paragraphs (1)(i) through (1)(iv) of this definition to deliver instruction to students who are separated from the instructor or instructors, and to support regular and substantive interaction between the students and the instructor or instructors, either synchronously or asynchronously.
  2. The technologies that may be used to offer distance education include —
    1. The internet;
    2. One-way and two-way transmissions through open broadcast, closed circuit, cable, microwave, broadband lines, fiber optics, satellite, or wireless communications devices;
    3. Audio conferencing; or
    4. Other media used in a course in conjunction with any of the technologies listed in paragraphs (1)(i) through (1)(iii) of this definition.
  3. For purposes of this definition, an instructor is an individual responsible for delivering course content and who meets the qualifications for instruction established by the institution’s accrediting agency.
  4. For purposes of this definition, substantive interaction is engaging students in teaching, learning, and assessment, consistent with the content under discussion, and also includes at least two of the following—
    1. Providing direct instruction;
    2. Assessing or providing feedback on a student’s coursework;
    3. Providing information or responding to questions about the content of a course or competency;  
    4. Facilitating a group discussion regarding the content of a course or competency; or,
    5. Other instructional activities approved by the institution’s or program’s accrediting agency.
  5. An institution ensures regular interaction between a student and an instructor or instructors by, prior to the student’s completion of a course or competency—
    1. Providing the opportunity for substantive interactions with the student on a predictable and scheduled basis commensurate with the length of time and the amount of content in the course or competency; and
    2. Monitoring the student’s academic engagement and success and ensuring that an instructor is responsible for promptly and proactively engaging in substantive interaction with the student when needed, on the basis of such monitoring, or upon request by the student.
Textbox:
Five factors are the focus of “regular and substantive interaction…

1.    Appropriate form of media used.
2.    Instructors meet accreditation requirements.
3.    At least 2 of 5 “substantive” activities are used.
4.    There are scheduled and predictable interaction opportunities.
5.    Instructor responsive to student requests.

Note that there were minor revisions to language found in the first part of the definition relating to the technologies that can be used to offer distance education. The Department updated the types of technologies that are being used or may be used and removed references to outdated technologies.

However, when it comes to oversight of the requirements for regular and substantive interaction and distinguishing distance education from correspondence education, the Department outlined the five factors on which it will focus in the preamble to the final regulations:

  1. The institution’s online instruction is delivered through an appropriate form of media;
  2. The instructors with whom students regularly and substantively interact meet the requirements of the institution’s accrediting agency for instruction in the subject matter;
  3. Instructors engage in at least two forms of substantive interaction meeting the regulatory requirements for the course or competency;
  4. The institution has established scheduled and predictable opportunities for substantive interaction between students and instructors and create expectations for instructors to monitor each student’s engagement and substantively engage with students on the basis of that monitoring; and
  5. Instructors are responsive to students’ requests for instructional support.

The following sections break down the definition of distance education in more detail. In those sections, we will do our best to answer some of the most common questions WCET has received relating to that piece of the definition, including how the Department may go about making determinations about the above five factors.

As a helpful illustration, we’ll complete the following summary table throughout the rest of the blog to illustrate how our understanding of the requirements has changed with the new definitions and information from the Department. The “Previous Interpretation” column is derived from an analysis of guidance and findings against institutions that was conducted in 2016 by Russ Poulin, WCET, and Van Davis, then of Blackboard and now of WCET.

PREVIOUS INTERPRETATIONCURRENT (AFTER JULY 1, 2021)
INTERACTIONOnly initiated by the instructor 
INSTRUCTORMeets accreditation standards 
SUBSTANTIVEOf an academic nature 
REGULARRegular and somewhat substantive 

Definition of Instructor

In part three of the distance education definition, instructor was defined as follows:

For purposes of this definition, an instructor is an individual responsible for delivering course content and who meets the qualifications for instruction established by the institution’s accrediting agency.

Over the years, institutions pieced together requirements from departmental guidance and Office of Inspector General (OIG) audit reports. Those reports generally indicated that to qualify as an instructor the individual had to meet the institution’s accreditor standards; however, that guidance was not always consistently applied. The definition above explicitly relies on accreditor approval for purposes of determining whether an individual would qualify as an instructor.

Below are the most common questions WCET received on the definition of instructor. We asked that Department issue guidance to confirm this interpretation of the definition of instructor and additional guidance as necessary into the types of qualifications needed for Teaching Assistants, Graduate Assistants, and other instructional team members to meet the definition of instructor.

Does the definition of instructor encompass instructional models involving team instruction or unbundled instruction?

In the preamble, the Department asserted that the current regulatory language accommodates the use of instructional teams and that no change in language was necessary in order to further encourage their use.

Who counts as an instructor? Do Teaching Assistants or Graduate Assistants count, or does it depend on what they do?

As mentioned above, the definition above explicitly relies on accreditor approval for purposes of determining whether an individual would qualify as an instructor. Therefore, it is up to your institutional accreditor (and potentially programmatic accreditor pending applicability). Our understanding is that most accreditors accept teaching assistants who are doing instruction, grading tests, or facilitating breakout session, however the institution should check with its accreditor(s).

In the preamble, the Department stated that it will evaluate whether an instructor meets an accrediting agency’s requirements by:

  • reviewing the agency’s written standards; and
  • any communication between the agency and the institution regarding the agency’s requirements or whether the instructors in question met such requirements

In the event the Department cannot determine whether an instructor meets the accreditor’s requirements after going through the steps above, the Department may contact the accreditor directly to obtain a determination.

PREVIOUS INTERPRETATIONCURRENT (AFTER JULY 1, 2021)
INTERACTIONOnly initiated by the instructor 
INSTRUCTORMeets accreditation standardsExplicit reliance on accreditor approval
SUBSTANTIVEOf an academic nature 
REGULARRegular and somewhat substantive 

 Definition of Substantive

In part four of the distance education definition, substantive interaction was defined as follows:

For purposes of this definition, substantive interaction is engaging students in teaching, learning, and assessment, consistent with the content under discussion, and also includes at least two of the following—

  1. Providing direct instruction;
  2. Assessing or providing feedback on a student’s coursework;
  3. Providing information or responding to questions about the content of a course or competency;  
  4. Facilitating a group discussion regarding the content of a course or competency; or,
  5. Other instructional activities approved by the institution’s or program’s accrediting agency.

In previous blog posts addressing the definition of regular and substantive interaction, we provided an overview of how the Department may interpret the meaning of the terms based on OIG audit reports. In those audit reports, the OIG defined substantive as “relevant to the subject matter” and provided further examples of what is not substantive interaction.

As seen in the above definition, the Department has now defined substantive interaction with specific examples and requires institutions to meet at least two of the listed requirements.

What type of evidence is needed to document compliance with the definition of substantive interaction?

In the preamble, the Department stated that an institution is expected to maintain policies or procedures that create expectations for faculty to substantively interact with students. The Department also stated that it does not expect institutions to document the exact amount of time spent on any substantive interaction. In our letter, we asked the Department to confirm these expectations. In the meantime, we recommend that institutions document any policies, procedures, or actions taken to establish expectations around faculty substantively interacting with students. For example, having course syllabi clearly delineate instructional activities.

What is “direct instruction”?

The Department does not define “direct instruction” in the regulation. In the Department’s April 2021 webcast on the regulations, in response to a question from WCET staff the Department indicated that direct instruction is intended to be a situation in a synchronous environment where both the instructor and student are present at the same time and are both engaged. However, in the same webinar, the Department stated that would be a “version” of direct instruction, implying there may be other acceptable practices that would constitute direct instruction.

We believe that “direct instruction” would likely include asynchronous activities, such as participating in discussions, providing feedback, and office hour interactions with students focused on the subject of the class.

Even if the Department defines “direct instruction” as synchronous-only, most distance courses should still meet the substantive requirement by meeting two of the other four criteria.

Would video lecture be considered direct instruction (synchronous or asynchronous)?

A real-time, synchronous video lecture would count as direct instruction. Based on the Department’s April 2021 webcast, a recorded lecture would likely not count as direct instruction. However, we want to emphasize that direct instruction is only one option in a list of five options for substantive interaction, two of which must be met for direct instruction to be fulfilled. Therefore, an instructor could still use recorded video lectures in a course if combined with other direct instruction interaction activities.

We will note that, in our letter, we asked the Department to clarify what constitutes “direct” instruction, including if it may be synchronous or asynchronous, as the information we have sourced conflicts.

Do assessments count as substantive interaction? What about “auto-graded” assessments or “computer-generated” feedback?

Assessments would meet the second bullet point in the list of activities that qualify as substantive interaction, “assessing or providing feedback on a student’s coursework.” However, we emphasize that institutions remember that they must provide at least two of the listed opportunities for interaction, so assessments alone would not meet the requirements.

The Department indicated in the preamble that interactions with artificial intelligence, adaptive learning systems, or other forms of interactive computer-assisted instructional tools will not meet the statutory requirements for regular and substantive interaction. The Department noted that such interactions may qualify as forms of “academic engagement” but in the context of regular and substantive interaction it would not satisfy the requirements.

PREVIOUS INTERPRETATIONCURRENT (AFTER JULY 1, 2021)
INTERACTIONOnly initiated by the instructor 
INSTRUCTORMeets accreditation standardsExplicit reliance on accreditor approval
SUBSTANTIVEOf an academic natureHas a list of activities (instruction, assessment, tutoring, answering questions)
REGULARRegular and somewhat substantive 

Definition of Regular

In part five of the distance education definition, regular interaction was defined as follows:

An institution ensures regular interaction between a student and an instructor or instructors by, prior to the student’s completion of a course or competency—

  1. Providing the opportunity for substantive interactions with the student on a predictable and scheduled basis commensurate with the length of time and the amount of content in the course or competency; and
  2. Monitoring the student’s academic engagement and success and ensuring that an instructor is responsible for promptly and proactively engaging in substantive interaction with the student when needed, on the basis of such monitoring, or upon request by the student.

Our previous understanding, based on Dear Colleague Letters and OIG Audits, was that instructors were expected to interact with students on a fairly set schedule with those communications not too far apart.

In addition, in a December 2014 Dear Colleague Letter, the department stated that:

“We do not consider interaction that is wholly optional or initiated primarily by the student to be regular and substantive interaction between students and instructors. Interaction that occurs only upon the request of the student (either electronically or otherwise) would not be considered regular and substantive interaction.”

With the new definition in effect, the Department requires institutions to meet two criteria to demonstrate regular interaction. It was originally intended by the negotiators that institutions must meet one requirement or the other, and not both, but the final committee settled on requiring both.

The new language also allows for interactions “upon request of the student” for the first time. Previously, only interactions initiated by the instructor were counted. However, as discussed below, these student-initiated interactions alone will not suffice without additional instructor-scheduled opportunities for interaction.

Q: What is needed to show that interactions be “commensurate with the length of time and the amount of content in the course or competency”?

In the preamble, the Department stated that, due to the variety of distance education instructional modalities, it did not believe it to be practical to offer a specific timeframe, sequence, or frequency by which interactions need to occur within the course or competency for purposes of regular interaction. The Department noted that the Distance Learning and Innovation subcommittee that worked on these regulations believed that a specific timeframe would be overly prescriptive, excessively complex, and would be tough to adapt to courses of different lengths.

Black woman sitting at a laptop in a classroom.
Photo by Katerina Holmes from Pexels

We recommend that institutions develop policies or procedures that create expectations for faculty to substantively interact with students on a predictable and scheduled basis and to monitor each student’s engagement and success and follow up with the student as needed. An example of “predictable” would be to say that a new lesson is released every Monday, Friday, or some equally predictable timeframe. An example of “scheduled” is the course syllabi in outlining when activities will happen in the course.

It is not strictly required that interactions take place on a weekly basis. There could be course or competency considerations that justify instructor-initiated interactions more or less frequently. For example, a course may be strengthened by having a two-week period in which students are working on a project and there is no new instruction from the instructor. However, the instructor should be available for student-initiated questions.

Q: What is meant by predictable and scheduled and could scheduled “office hours” be used to fulfill the regular interaction requirements?

During the Department’s April 2021 webcast on the regulations, the Department affirmed that, for competency-based education and adaptive learning, scheduled “office hours” may be used to fulfill the regular interaction requirement. In addition, the Department’s preamble indicated that the requirement could be met if instructors made themselves available at a specific time and modality, regardless of whether students chose to attend.

Furthermore, the Department noted that the negotiators and the department agreed to frame this requirement as an “opportunity” for interaction rather than a required interaction. The Department asserted that, in so doing, it allows institutions to demonstrate compliance at the program design level without requiring institutions to document every interaction between students and instructors. With the increase of competency-based education and other modalities that are by design on an irregular schedule, this inclusion of office hours was a necessary compromise.

We have heard that some in the financial aid community disagree that this is allowable under the definition of academic engagement. This is a deviation from past practice, and we thought it was important enough to raise with the Department again.

Q: What is meant by “prompt and proactively” and how does an institution demonstrate compliance with this requirement?

As mentioned above, the Department indicated that institutions could demonstrate compliance with the requirements at the program design level without documenting “each and every” interaction. We believe this implies that specific information in a course syllabus or other similar document shared with students that illustrates how quickly students can expect responses from their instructors may suffice to meet this requirement. However, as part of our letter to the Department, we asked them to confirm whether policies and faculty development were sufficient, as well as detail any additional criteria or metrics that institutions should consider.

For monitoring student engagement…Rather than purchasing new software or sophisticated analytics tools, we want to emphasize that institutions may be able to leverage data collected by their current learning management system as evidence of both interactions in online courses and of monitoring of student’s academic engagement and success.

Q: How does an institution monitor a student’s engagement and success in accordance with this definition?

In the preamble, the Department stated that its expectation was that instructors take a proactive approach to determining whether students need assistance. The Department gave some examples of how this may be done, such as:

  • Using sophisticated systems of technology to monitor student activity
  • Traditional person-to-person evaluation
  • Using tests or quizzes
  • Evaluating each student’s performance in regular class sessions or in regular assignments

Rather than purchasing new software or sophisticated analytics tools, we want to emphasize that institutions may be able to leverage data collected by their current learning management system as evidence of both interactions in online courses and of monitoring of student’s academic engagement and success.

PREVIOUS INTERPRETATIONCURRENT (AFTER JULY 1, 2021)
INTERACTIONOnly initiated by the instructorMostly instructor initiated, some leeway
INSTRUCTORMeets accreditation standardsExplicit reliance on accreditor approval
SUBSTANTIVEOf an academic natureHas a list of activities (instruction, assessment, tutoring, answering questions)
REGULARRegular and somewhat substantivePredictable and scheduled and tracking and intervention

Final thoughts

We believe that the definitions provided in the new regulations are a much-needed improvement from previous interpretations and guidance gleaned throughout the years prior. Even though questions remain, we are hopeful that the Department will issue sufficient guidance to address institutional concerns.

In the meantime, institutions would do well to evaluate, in line with the above-discussed guidance, the policies and procedures in place for their instructors to implement these requirements. Institutions should also consider whether there are the means and internal controls necessary to monitor and evaluate online programs over time to ensure compliance with the institution’s policies and regulatory requirements.

Finally, the regulations were based upon the backbone premise of more trust of the relationship between the institutional accrediting agency and the institution. In fact, some practices (e.g., who is an instructor, innovative “substantive” activities) requires input from the accrediting agency. Some of the answers will be found in conversations with your accreditor.

We will keep you updated on further announcements from the Department and will perform additional reviews and analysis as necessary.