American higher education long has been recognized the best in the world.  Whether we talk about the American invention of community and technical colleges or premier research universities or private independent colleges and universities, higher education in the U.S. is second to none.  The genius of the American system is found in differential missions and governance models focused on trusteeship of mission fulfillment and progress.

The Inland Northwest is fortunate to have such a wide array of high performing institutions with different missions and strong collaborations to serve the many needs of our state, the region, and indeed the country.  All our local higher education institutions—Spokane Community College, Spokane Falls Community College, Eastern Washington University, Gonzaga University, Whitworth University, and Washington State University—have been closely tracking and implementing changes in our industry that are indispensable to prepare for the future.  

As a sector, we are well-informed by futurists, distinguished scholars in numerous fields, and our own studies of the monumental changes that are being driven by innovation, including artificial intelligence, automation, and numerous technologies that impact every area of the academic enterprise.  The changes are profound, pervasive, and accelerating.

 Higher education, like every other sector, is being impacted by megatrends and micro trends that require rethinking and considerable redesign of academic programs, student services, cost models, and revenue streams. 

Take population shifts for example. Demographers have been reporting on declining populations in many parts of the country.  Population decline is attributed to lower birth rates and changes in migration patterns. 

Population decline translates into fewer high school-aged students available to attend higher education institutions and far greater competition among institutions. Public institutions are funded at different rates and varying program costs. With an element of funding is based on the number of students.  Consequently, enrollment declines mean budget reductions.  

Independent colleges are similarly impacted as fewer students means tuition revenue loss.  The challenge for all institutions is that students depend on a wide variety of essential services to accommodate disabilities, mental health, food banks, and other key support needs for student success.

Most likely, there were few higher education institutions that had planned for a global pandemic and its oversized impact on day-to-day life, along with every aspect of society.  Its presence was immediate, immense, and impactful.  The changes required heroic efforts by students, faculty, staff, administration, and boards of trustees.  Everything has changed, and everything has been impacted: teaching, learning, how and where we work, the delivery of support services to students and to employees, as well as meetings, celebrations, and graduations.  

The planning processes and actions taken are likely different at every institution. The results, however, have been uniform, with focuses on health and safety, mission fulfillment, innovative delivery of services to students, unprecedented effort, and detailed planning like never before. 

The academic enterprise has been tested, its resilience, grit, and determination in full view.  Lessons have been learned and equity gaps exposed.  

We have learned more fully the many disadvantages some students and families suffer—lacking broadband, technology tools from hotspots to laptops, we have much work to do to ensure all students have access to education that provides economic and social mobility and prosperity.  

Overall, our institutional cultures remain strong in service to the communities we serve.

So higher education in the Northwest and throughout the country is finding itself living the words of Greek philosopher Heraclitus “All is in flux, nothing stays still.”

What are we to do and where do we go from here?  What we know is that we are individually and collectively reviewing everything and adapting to new models, from changes in the workplace that are the “new workplaces,” with more telecommuting and remote work, as well as new teaching and learning models, new services, and additional revenue models.  

We understand that acceleration of credentials is essential. Whether it’s micro-credentials or micro-baccalaureates or accelerated graduate degrees, acceleration is the name of the game.  

We know students need and demand different learning environments—blended learning or hybrid models of some eLearning and some classroom-based learning are here to stay. We also know that learning truly is lifelong, and we must design continuous upskilling models and alternative learning pathways.  

Higher education must work more closely with business and industry to redesign apprenticeships and internships. We know the business community is ready to partner with higher education institutions in new ways. Every institution is committed to improving equity and to increasing success rates of students from diverse backgrounds who have lacked opportunities and appropriate support.  

H.G. Wells stated, “Human history is becoming more and more a race between education and catastrophe.”  Higher education is the solution to the state (and the nation’s) economic recovery.

We have an indispensable role to play in talent development at all levels and for all industry sectors. Higher education is the solution to the nation’s dramatic economic downturn, across the country and right here in Washington. 

Higher education has never been needed more—and the state must invest in us at a level worthy of the challenge before us.

Christine Johnson is the chancellor of the Community Colleges of Spokane.