Overview
Published in association with While higher education has rarely employed ROI methodology—focusing more on balancing its revenue streams, such as federal, state, and local appropriations, tuition, and endowments with its costs—the rapid growth of online education and the history of how it has evolved, with its potential for institutional transformation and as a major source of revenue, as well as its need for substantial and long-term investment, makes the use of ROI an imperative. This book both demonstrates how ROI is a critical tool for strategic planning and outlines the process for determining ROI.The book’s expert contributors lay the foundation for developing new practices to meet the compelling challenges of online education and identify new models that offer the potential for transforming the educational system, meeting new workforce demands, and ultimately improving the economy. The opening chapters of the book explore the dimensions of ROI as a strategic planning process, offering guiding principles as well as methods of measurement and progress tracking, and demonstrate the impact of ROI across the institution.The book identifies the role of previously overlooked constituents—such as online professionals as critical partners for developing institutional strategy and institutional stakeholders for vital input on inclusivity, diversity, and equity—and their increasingly important role in impacting the ROI of online programs.Subsequent chapters offer a range of approaches to ROI reflecting the strategic priorities and types of return institutions seek from their investment in online programming, whether they be increased profits or surpluses via reduced expenses or increased operating efficiencies or the development of increased brand awareness for their programs. They also address the growing competitive environment of recent commercial entrants and online program managers (OPMs). The contributors offer best practices for setting goals and identifying benchmarks for increasing and measuring payback, including the creation of cross-functional ROI teams from across an institution; and further address the advantages and disadvantages of universities partnering with external providers, or even other colleges and universities, to provide online programs with them and for them. This book offers presidents and senior administrators, faculty engaged in shared governance, online learning administrators, and stakeholders representing student, community and employer interests with a rigorous process for developing an online strategy.
Full Product Details
Author: Kathleen S. Ives ,
Deborah M. Seymour ,
Deborah M. Seymour
Publisher: Taylor & Francis Inc
Imprint: Stylus Publishing
Weight: 0.394kg
ISBN: 9781642673258
ISBN 10: 1642673250
Pages: 260
Publication Date: 01 September 2022
Audience:
College/higher education
,
Professional and scholarly
,
Tertiary & Higher Education
,
Professional & Vocational
Format: Paperback
Publisher's Status: Active
Availability: In Print
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Reviews
From the Foreword: Editors Kathleen Ives and Deborah Seymour have come to their rescue with this excellent collection of essays [that] is a must-read for any university leader moving an institution into online learning. If there was ever a moment and a market for this comprehensive how-to guide to online education, this is it. Online education is no longer new, nor disruptive; but it has needed this book and the wisdom and guidance of its contributors, all veterans, leaders, and thinkers in online education. Not only to avoid the mistakes many of us made in the early days of launching our online programs, but for the way the next generation of online learning can further improve on what has been so far built. The editors astutely chose Return on Investment (ROI) as a lens on the topic, which gives the collection a kind of cohesion and focus that might be a challenge for a topic so broad and complex. For those critical of higher education's high costs, ROI is now the standard by which institutions and programs are to be judged, a consumer protection metric focused on the ratio of student debt to earnings.--Paul J. LeBlanc President of Southern New Hampshire University 'What is the return on investment of eLearning? When Kathleen Ives and I co-edited the second edition of Leading the eLearning Transformation of Higher Education in 2020, that question was on the minds of several authors. Ultimately, we realized that this question was too complex--and too important--to be a last-minute addition to what was already a very complex discussion. The solution was a second book, one that would focus specifically on this issue. Kathleen partnered with Deborah Seymour to take on that challenge. Higher education is complex on many levels. The tradition of shared governance--not to mention the array of cultures contained in the different disciplines--adds complexity to how we think about ROI. In Leading the eLearning Transformation of Higher Education, we looked at the issues facing leaders in this rapidly growing dimension of higher education, including the way eLearning is challenging traditional assumptions about institutional leadership, operational effectiveness, and innovation. Using ROI for Strategic Planning of Online Education: A Process for Institutional Transformation is a collection of fifteen chapters by eighteen authors who explore how to evaluate the investment institutions have made into eLearning. The book examines ROI through four perspectives: institutional strategy, the contribution of constituents involved the field, ROI models, and understanding the social and strategic planning contexts of eLearning. We are in a period of rapid technological change, but our social institutions change much less rapidly than does technology. This makes it critical that institutions consider all aspects of an innovation so that they can more effectively adapt as technology evolves. Using ROI for Strategic Planning of Online Education: A Process for Institutional Transformation addresses the complex role that ROI plays in the long-term health of eLearning innovations in higher education. --Gary E. Miller Executive Director Emeritus of the Penn State World Campus and former Associate Vice President for Outreach and Executive Director of Continuing and Distance Education at Penn State
'What is the return on investment of eLearning? When Kathleen Ives and I co-edited the second edition of Leading the eLearning Transformation of Higher Education in 2020, that question was on the minds of several authors. Ultimately, we realized that this question was too complex--and too important--to be a last-minute addition to what was already a very complex discussion. The solution was a second book, one that would focus specifically on this issue. Kathleen partnered with Deborah Seymour to take on that challenge. Higher education is complex on many levels. The tradition of shared governance--not to mention the array of cultures contained in the different disciplines--adds complexity to how we think about ROI. In Leading the eLearning Transformation of Higher Education, we looked at the issues facing leaders in this rapidly growing dimension of higher education, including the way eLearning is challenging traditional assumptions about institutional leadership, operational effectiveness, and innovation. Using ROI for Strategic Planning of Online Education: A Process for Institutional Transformation is a collection of fifteen chapters by eighteen authors who explore how to evaluate the investment institutions have made into eLearning. The book examines ROI through four perspectives: institutional strategy, the contribution of constituents involved the field, ROI models, and understanding the social and strategic planning contexts of eLearning. We are in a period of rapid technological change, but our social institutions change much less rapidly than does technology. This makes it critical that institutions consider all aspects of an innovation so that they can more effectively adapt as technology evolves. Using ROI for Strategic Planning of Online Education: A Process for Institutional Transformation addresses the complex role that ROI plays in the long-term health of eLearning innovations in higher education. --Gary E. Miller Executive Director Emeritus of the Penn State World Campus and former Associate Vice President for Outreach and Executive Director of Continuing and Distance Education at Penn State
Author Information
Kathleen S. Ives, D.M. has worked in the non-profit, higher education, workforce development and corporate arenas. She currently serves as Senior Vice President, Engagement for University Professional and Continuing Education Association (UPCEA). Additionally she serves as Senior Staff member for the National Laboratory for Education Transformation (NLET) as well as Director of Higher Education Transformation; Strategic Advisor for Packback, an AI-powered education technology company; Senior Advisor/Senior Instructional Designer for Hillstock and Associates, an e-learning consulting firm. She also holds the position of Senior Affiliate Faculty at Wentworth Institute of Technology. Ives is co-editor and chapter author of the recent book Leading the eLearning Transformation of Higher Education: Leadership Strategies for the Next Generation and a chapter author for the book Learning at the Speed of Light: How Education Got to Now among other articles and publications. Previously as CEO of the Online Learning Consortium’s (OLC), she led OLC to become a self-sustaining member association. She has degrees in communication, communication management, and organizational leadership from the University of California at Davis, the University of Southern California, Annenberg School of Communication and Journalism, and the University of Phoenix-Online, respectively. Deborah M. Seymour, Ph.D. is owner and principal of Higher Education Innovation Consulting, LLC. Her career has traversed the public, for-profit, and non-profit/association sectors of higher education. Seymour has written extensively on higher education policy and competency-based education. She has taught in both the City University of New York (CUNY) and University of California (UC) systems, as well as specializing in online program development at Laureate Education, Inc. More recently, Seymour was Chief Academic Innovation Officer at the American Council on Education (ACE) and Vice President of Programs
