Now enrolling 132,000 students, 25-year-old Western Governors University looks to spur a âtidal effectâ of change throughout higher ed. ADVERTISEMENT [The Edge Logo]( Did someone forward you this newsletter? [Sign up free]( to receive your own copy. Iâm Goldie Blumenstyk, a senior writer at The Chronicle covering innovation in and around higher ed. This week I talk with the head of Western Governors University on where itâs headed next. ADVERTISEMENT SUBSCRIBE TO THE CHRONICLE Enjoying the newsletter? [Subscribe today]( for unlimited access to essential news, analysis, and advice. A pioneer institutionâs big plans for the future. Western Governors University celebrates its 25th anniversary this year, a good moment to look at how far itâs come â and, more importantly, where itâs headed. As Scott Pulsipher, its president, told me recently, its goals are far from modest. âItâs not just about being an institution of higher education,â he said, but âthe catalyst for that tidal effect of changeâ needed to reach tens of millions of Americans who could benefit from more-affordable, more-relevant, and more-flexible educational options. This institution has been different since its inception, which I well remember. Back in 1995, I covered [the first governorsâ meeting]( in Las Vegas on the notion of an institution that could âdeliver courses through computer networks, television, or other technologies.â In the universityâs early years, I reported [again]( and [again]( on how so few students were enrolling. The story is a lot different these days. With an enrollment of 132,000, an alumni base that should hit 300,000 graduates this year, and a reputation for [using student data to improve persistence and completion]( the nonprofit WGU has become an influential player in online education, competency-based education, and the emerging movement around digitally documenting learnersâ skills. In recent years, it has also created an incubator and research arm, [WGU Labs]( and an investment fund, [Juvo Ventures]( to jump-start and develop companies and other organizations to improve educational access, quality, affordability, and outcomes. All of which makes me fascinated to see where the institution is headed. Pulsipher, who has been president for six years, is not a traditional academic leader â his experience was in retail, tech, and banking â and our conversation reflected that. Two points stick with me: his reflection that WGUâs progress is not limited by âthe false constraints around capacityâ that affect other universities (such as selectivity, athletics, research, or a campus) and his analogy relating debt-financed models of paying for college to the emergence of car leasing. The latter gave consumers the feeling they could afford something that would otherwise seem out of reach, even if it wasnât the most advantageous to them financially. Not a watertight comparison, but the gist is powerful. âCollege is not for meâ are the five most damning words Pulsipher can imagine. People who say that usually donât mean they arenât interested in education, he said. âWhat theyâre really saying is, The cultural definition of college is not for me.â Western Governors eschews most of the typical constraints. Its competency-based model offers flexibility for working adults, and its pricing â students pay tuition every six months â makes the institution [more affordable than most]( as long as students can keep up their progress. But WGU stands out for its bigger ambitions. University leaders have talked about trying to [enroll as many as a million students](. Meanwhile, the prospect of influencing the educational pathways of tens of millions of students, many of them elsewhere, animates the institutionâs planning for the future. To me, projects in these five areas seem the furthest along, the most compelling, or both. Preparing students for college. âFlat-out readinessâ for college can be one of the biggest barriers students face, Pulsipher said. WGU Academy, founded by the university in 2018 and now an independent organization, offers academic and other support to help students prepare for college-level work. About 20,000 students have enrolled, and only about one-quarter have completed the program, yet many of them fared better in college. While the academy has been primarily a gateway to WGU, the program has also been offered to clients of Goodwill Industries, military veterans and their spouses, and [employees of McDonaldâs](. Pulsipher said heâs now hoping to create âwhite labelâ versions of the college-readiness program that other institutions could offer in their own names. College financing. âYou never want to use debt to finance an uncertain outcome,â said Pulsipher, whose background in finance makes him itchy for new, better models of paying for college. What WGU is cooking up is still unclear, but it probably wonât include [the contentious elements of some of todayâs income-share agreements](. Aligning the needs of the student and the institution should include some element of ârisk sharing,â Pulsipher told me, so the student âis not left holding the bag.â Mentoring. The pandemic revealed the importance of supporting students who are learning at a distance. (Iâve certainly seen that with the growth of organizations like [Mentor Collective]( and [Beyond 12]( Mentoring is a fundamental piece of WGUâs educational model, with each student assigned a faculty mentor from the get-go. Given growing national interest in WGUâs online and mentoring models, Pulsipher said, developing a version of the mentorship program for other universities to adapt is on the table. Student data. WGU collects a ton of information about its students and considers itself âa big data player,â Pulsipher said. While he didnât get into specifics, he pretty much confirmed what Iâd heard from the head of WGU Labs, Jason Levin, about a new data-analytics tool in development to compete with commercial products now in the market. When I met him in February in Salt Lake City, headquarters for WGU and WGU Labs, Levin told me that WGU Labs wants to create something less costly, easier to implement, and more effective than whatâs out there today. Digital credentials. WGU is one of many institutions and organizations working on ways for students to delineate and communicate, in machine-readable formats, the skills theyâve acquired through formal and informal education. On the other side of that equation, the university is taking a high-profile role in connecting those qualifications to the criteria employers are seeking for particular jobs, through the development of a [Skills Library](. Itâs the kind of work that can get pretty geeky, pretty fast (as in ârich skill descriptors embedded with meta-dataâ). But through projects like the library and collaboration with the [Open Skills Network]( the university is advancing a âtalent pipelineâ movement that could eventually make hiring more efficient and surface potential opportunities for students before they finish their degrees. The return on investment for college grows, said Pulsipher, if students see value as they go. A conversation on the âchanging higher-ed ecosystem. Itâs been a wild couple of years for online education and the rest of the ed-tech landscape. Join me this afternoon (Wednesday) at 2 p.m. Eastern time as I talk with three experts â Gates Bryant, partner at Tyton Partners; Sharon Leu, executive in residence at JFFLabs; and Marni Baker Stein, provost at Western Governors University â about whatâs important to know about shifting opportunities and markets, and whatâs OK to ignore. [Sign up here]( to see it live and pose questions, or watch later on demand. A clarification. In [last weekâs newsletter]( I wrote that the Rhodes Trust offers just 32 Rhodes Scholarships a year. That figure, as I should have specified, is just for the United States. The trust also provides more than 70 additional scholarships annually to [students from other parts of the world](. Got a tip youâd like to share or a question youâd like me to answer? Let me know, at goldie@chronicle.com. If you have been forwarded this newsletter and would like to see past issues, [find them here](. To receive your own copy, free, register [here](. If you want to follow me on Twitter, [@GoldieStandard]( is my handle. Goldieâs Weekly Picks STUDENT DEBT [How Purdue U.âs Income-Share Agreement Confused Students]( By Eric Kelderman [STORY IMAGE]( A financial-aid program that promised to reshape the way students pay for college has come under national scrutiny from consumer advocates and disgruntled borrowers. SPONSOR CONTENT | Southern Methodist University [Powering a community of supercomputer users]( LEADERSHIP [The Presidential Exit Interview]( By Eric Kelderman [STORY IMAGE]( Nine departing presidents on how the job â and higher ed â is changing. THE COLLEGE CHOICE [Accessibility and the Intangibles: How 2 Students With Disabilities Chose a College]( By Eric Hoover [STORY IMAGE]( This is the second article in a series on college applicants and the circumstances that shaped their choices this spring. SPONSOR CONTENT | Salesforce [The Digital Campus: How Higher Education Technology Solutions are Elevating the Employee Experience]( Seamless, easy-to-use tools are smoothing the journey towards work satisfaction. ADVERTISEMENT FROM THE CHRONICLE STORE [Managing the 21st Century Parent]( [Managing the 21st Century Parents]( Engaging with parents has become a major challenge for many colleges. [Order your copy]( to explore how colleges are partnering with families to boost student success. 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