This school year, 129 independent schools from around the world are enrolling students in courses at One Schoolhouse. And, every one of them seems to handle somewhat differently the question of whether to pay for student enrollment in online courses or pass on some of all of the costs to the families of students. In working with schools on this question, I’ve learned that there are three primary lenses to consider: mission, strategy, and priorities.
Start with Mission
Every great independent school is guided by its mission. Decisions about online learning should be no different. Over the last ten years, many independent schools have added to their mission statements language about preparing students for a globally connected world. In turn, they have created exceptional programs abroad and in their own communities to expand students’ worldviews and deepen communication skills and empathy. But, students do not need to leave campus to connect meaningfully with those outside their community. Some independent schools have followed the path of higher education, and used online learning to expand opportunities for global connectedness -- meeting this new mission directive in part through programs that can be done anywhere.
Consider Your Strategy
We know that potential independent school parents will not visit or apply to schools if they don’t offer the courses or programs desired. That’s a challenge for any independent school in an age of increased demand for customization and thinner resources. For many schools, this is where online learning can fill in the gap between what is offered on campus and what is not. At some schools, this means offering a language online or quickly increasing computer science opportunities. By offering the opportunity online, the school can strategically add programs or courses to enhance value or meet market demand by expanding opportunities on a per student basis, rather than a per employee basis (for example, $1500 per student/per course versus $60,000-$80,000 per employee/per program). This mitigates the risk that the school takes on for program expansion.
Question the Priorities
At the average independent day school, 60-70% of expenses are directed towards employee costs. That fact is a testament to the values that we hold: relationships between students and teachers matter greatly and students should have expansive opportunities. And, at the same time, schools can find that they are spending significant resources on opportunities for a limited number of students. For example, an upper level math course like Multivariable Calculus might have only three or four students, but be taught by an experienced faculty member. Schools might question whether that is the best use of limited school resources, or whether the school is better served by redirecting the experienced faculty member to a standard, full section of math. In that case, a school may decide to move the course instruction online, and thus pay for what would be the next course in a math progression for high achieving students.
If we use these lenses to decide how we should handle payment for online courses, we consider how online courses and programs enhance the work that we do on campus, rather than compete against that work or simply add to our costs.
Brad Rathgeber (he/him/his)