The Cost of College


It is hard to have a day go by where there is not at least one article in the major media about the high cost of college. With the recession and its impact on state and local budgets, tuitions are being increased at many public colleges and universities and some institutions are reducing the number of students attending in order to cut costs for next year. Unfortunately, these actions are not increasing the access and affordability of higher education in the United States.

While access and affordability of higher education have been stated goals of the Spellings Commission, the National Center for Public Policy and Higher Education (NCPPHE) in its annual Measuring Up reports, President Obama, and others, the recommendations for improving affordability are few and far between. The Spellings Commission stated that colleges need to think more like entrepreneurs and examine partnerships and distance learning as options to improve access and cost. Many in traditional higher education panned the Spellings Commission’s recommendations although little was said that had not already been identified by many of the other public policy organizations like NCPPHE, State Higher Education Executive Officers (SHEEO), Western Interstate Commission for Higher Education (WICHE), and The National Center for Higher Education Management Systems (NCHEMS). This past January, I wrote an article for this blog about a survey of college presidents entitled The Iron Triangle: College Presidents Talk About Costs, Access, and Quality. I was aghast that during a period of economic downturn, most of the presidents surveyed stated that the only solution to improving access was to provide them with more funding at the federal and state levels. I wonder how many entrepreneurs have succeeded by waiting for more money to pay for a product rather than designing the product to meet the ability of their customers to pay for it.

A recent whitepaper published by the Delta Cost Project on Postsecondary Education Costs, Productivity, and Accountability caught my attention the other day. Written by Dr. Nate Johnson, the paper compares approaches to measuring “cost per degree” in order to examine the question: “What does a college degree cost?” Johnson states that while considerable effort has been spent examining college costs, there has been no consensus on what standards to utilize in order to measure the cost of earning a college degree. Johnson outlines five approaches to studying the costs of a degree: catalog cost, transcript cost, full cost attribution, regression-based cost estimates, and the student’s cost of a degree. He states that his intent was not to calculate what a degree costs, but to outline the various approaches that public policy and governmental entities may choose to utilize to determine the overall cost of a degree.

Johnson’s research utilizes financial data from the State University System of Florida. I find the data interesting from my point of view as the President of a university that is committed to providing an affordable college education and as someone who believes that too many norms are entrenched in higher education without consideration of the ramifications on the cost/benefit to the student. Data from the Florida system is allocated by Lower Level (community colleges), Upper Level (bachelors degree granting), Grad I (masters’ degree granting), and Grad II (doctoral degree granting). Armed with this data, Johnson is able to provide examples where the cost per credit hour for instruction ranges from $159/credit hour for an Upper Level credit in family/consumer sciences to $509 for a credit in natural resources/conservation. Another example is where the cost per credit for Upper Level instruction in math and statistics was $1,277 one year and $754 the following year with the difference attributable to having an extra section of 32 students in a three credit class the following year.

Using catalog cost analysis, Johnson is able to demonstrate variability in institutional cost for a bachelors’ degree ranging from $22,332 to $43,817 with a weighted average of $26,485. The catalog cost analysis is particularly helpful at looking at programs that the legislature has targeted for future growth (like nursing and engineering). Johnson also claims that the catalog cost analysis is useful for comparing degrees at institutions in other states although some of the cost allocations limit the “apples to apples” comparability.

Johnson’s full cost attribution methodology is an interesting concept in that it takes into account the cost of educating those who flunk out, drop out, or transfer in determining the total cost of a degree. Johnson acknowledges that his analysis worked best when used with larger enrollment degree programs. When Johnson compared the full cost methodology to catalog cost analysis, the full cost analysis was 53 percent higher than the catalog cost analysis.

Johnson’s paper is an excellent example of the various ways that the costs of college can be examined. I find it particularly helpful from a public policy perspective as a taxpayer evaluating the dilemmas facing legislatures funding public institutions in a time period where many state budgets are under duress because of the economy. If I were a legislator, I would find this analysis helpful in determining whether or not the funding request data was presented to me in the most realistic scenario or in the scenario that was most beneficial to the requesting institution(s).

While it is too soon to tell if the current economic crisis will lead to a dramatic reformulation of higher education, there are signs that in many states, people are examining the situation in ways that were unthinkable a few years ago. Earning bachelor degrees in three years is an example that has been touted, but is difficult given the fact that only 58 percent of all full time freshmen graduate from college in six years now. Creating “low frills/no frills” colleges is another idea that has been proposed with a few examples beginning to appear. Expanding the number of online courses and programs offered is another example. Shutting down unprofitable or low enrollment programs is another.

There is a sea change coming to American higher education. While many argue that the top 50 “elite” status institutions will be the least impacted because of their ability to attract many more students than they can educate regardless of the cost of tuition, I think they will be interested observers in what happens with the other institutions, private and public alike. Public policy researchers have argued for years that we need to improve access, affordability, and quality/accountability. With students and their parents voting for lower cost options and institutions denying access to many because of decreasing public subsidies or lower endowments, the landscape of higher education will change as it has several times over the past 200+ years. Successful institutions will listen to the market.

Wally Boston Dr. Wallace E. Boston was appointed President and Chief Executive Officer of American Public University System (APUS) and its parent company, American Public Education, Inc. (APEI) in July 2004. He joined APUS as its Executive Vice President and Chief Financial Officer in 2002. In September 2019, Dr. Boston retired as CEO of APEI and retired as APUS President in August 2020. Dr. Boston guided APUS through its successful initial accreditation with the Higher Learning Commission of the North Central Association in 2006 and ten-year reaccreditation in 2011. In November 2007, he led APEI to an initial public offering on the NASDAQ Exchange. For four years from 2009 through 2012, APEI was ranked in Forbes' Top 10 list of America's Best Small Public Companies. During his tenure as president, APUS grew to over 85,000 students, 200 degree and certificate programs, and approximately 100,000 alumni. While serving as APEI CEO and APUS President, Dr. Boston was a board member of APEI, APUS, Hondros College of Nursing, and Fidelis, Inc. Dr. Boston continues to serve as a member of the Board of Advisors of the National Institute for Learning Outcomes Assessment (NILOA) and as a member and chair of the board of New Horizons Worldwide. He has authored and co-authored papers on the topic of online post-secondary student retention, and is a frequent speaker on the impact of technology on higher education. Dr. Boston is a past Treasurer of the Board of Trustees of the McDonogh School, a private K-12 school in Baltimore. In his career prior to APEI and APUS, Dr. Boston served as either CFO, COO, or CEO of Meridian Healthcare, Manor Healthcare, Neighborcare Pharmacies, and Sun Healthcare Group. Dr. Boston is a Certified Public Accountant, Certified Management Accountant, and Chartered Global Management Accountant. He earned an A.B. degree in History from Duke University, an MBA in Marketing and Accounting from Tulane University’s Freeman School of Business Administration, and a Doctorate in Higher Education Management from the University of Pennsylvania’s Graduate School of Education. In 2008, the Board of Trustees of APUS awarded him a Doctorate in Business Administration, honoris causa, and, in April 2017, also bestowed him with the title President Emeritus. In August 2020, the Board of Trustees of APUS appointed him Trustee Emeritus. In November 2020, the Board of Trustees announced that the APUS School of Business would be renamed the Dr. Wallace E Boston School of Business in recognition of Dr. Boston's service to the university. Dr. Boston lives with his family in Austin, Texas.



Your email address will not be published.