Going the Distance: Planning Through the Lens of Online Learning
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Transcript of Going the Distance: Planning Through the Lens of Online Learning
Going the Distance:Planning through the Lens
of Online LearningOctober 17, 2016
Jon ErnstbergerDirector of Online Instruction
Carol YinDirector of Institutional Effectiveness
“The nicest thing about not planning is that failure comes as a complete surprise and is not preceded by a period of worry and depression.”
-John Preston, Boston College
About LaGrange College• Founded in 1831 (as a female academy)• Private college with liberal arts ethos• Affiliated with the United Methodist Church• Currently 1026 students, 906
undergraduates• Highest Degree – Ed.S. • 86 full-time faculty• 16 varsity sports teams• Strategic Plan – Vision 2020
Learning Outcomes
Enable participants to:
1. Use your institution’s strategic plan/mission statement to ignite progress on new programs/delivery modes while considering budgetary and accreditation implications.
2. Promote campus-wide inclusiveness in the development of new programs designed to meet the goals of the strategic plan.
Learning Outcomes, cont.
3. Develop and execute workflow and information-sharing plans to assure that all appropriate campus audiences are involved in the completion of new goals that arise from the strategic planning process.
4. Choose information-gathering tools to improve student success rates and to ensure that high-quality programs—such as an online learning program--are developed and maintained in order to meet the goals of the strategic plan.
The Original Plan
2010 Strategic PlanVision 2020: From Promise to Prominence
The Strategic Plan CalendarSu
mm
er 2
009
Sprin
g 20
10Thirty Faculty, Staff, & Administrative Leaders begin Strategic Planning Process. President introduces it during April inauguration.
Augu
st 2
010Faculty
and Staff Review the Unofficial Plan
Sept
embe
r 201
0President’s Cabinet and EIPC Final Review O
ctob
er 2
010BOT Final
Review and Approval
New President Hired
Vision 2020: From Promise to Prominence
• Fresh imagining of the Mission Statement and the creation of the new Vision Statement.
• Four Key Goals:– Differentiation and Global Engagement– Program Portfolio (and Environmental Scan)– Market Positioning– Resource Development and Management
Program Portfolio: Develop and/or strengthenundergraduate, adult, and graduate educational programs with strong student demand and delivery modelsappropriate to the target population.
Develop a portfolio of undergraduate, adult, and graduate educational programs with strong student demand and delivery models appropriate to the target population . . . .Focus in a more aggressive way than in the past on areas that involve non-traditional student populations and non-traditional modes of delivery, including on-line courses and on-line program offerings as well as programs built on hybrid course models (i.e., programs that blend on-campus activities with on-line teaching and learning).
GOAL 2Program Portfolio
2010 Strategic Plan (The Official Plan)Vision 2020: From Promise to Prominence
• Program Portfolio and Environmental Scan– Develop process for program review and complete for all existing programs by
2012. – Develop process for feasibility studies for new programs by spring 2011. – Develop at least one new program to meet unmet undergraduate student
demand to retain students at the college for launch by 2012.– Develop additional appropriate program offerings in the health sciences,
including possibility of additional program options in nursing. – Develop at least one new program offering for working adult students every two
years. – Launch at least one hybrid delivery program by 2012. – Develop plan for targeting new alternative sites for working adult and/or
graduate program offerings.
Analysis
List one(1) of the following that you want toImprove institutionally:
• An incomplete aspect of your institution’s most recent campus strategic plan.
• An aspect of online instruction yet to be implemented.
• An institutional process that is unrefined.2 minutes
History
• 2011 – Investigations on online instruction.• 2012 – Signed w. Learning House to develop
institutional online practices.– Board of Trustees resolution for
participation in online instruction.• 2013– We offered our first online classes!– “Baptism of fire”
Fall 2013
Strategic Plan and Mission Review Process
• Four key goals would remain unchanged, but the plan was designed as a living, changing document describing a set of directions and initiatives
• Review would occur in cycles of three to five years at a time
• Assessed progress in all four key areas
Not until2020!
Extended Institutional
Planning Council(EIPC)
Four subcommittees
consideredeach goal
Progress evaluated for each
goal
If needed, new recommendations
made for each goal
Board of
Trustees Review
Board of
Trustees Final
Review
Faculty and Staff
Review
The Review Process
Extended Institutional
Planning Council(EIPC)
Four subcommittees
consideredeach goal
Progress evaluated for each
goal
If needed, new recommendations
made for each goal
The Review Process
Goals What has occurred
What has not
occurredOther
discussionRecommenda-
tions
Institutional Data and Analysis
Considered
Impact from Other
Committees
Launch at least one hybrid delivery program by 2012.
• M.A. in Philanthropy and Development scheduled to begin summer 2014 with 33% offered online.
• EU certificate program launched fall 2012.
• An RN to BSN program is being considered.
• Online instruction was expanded for the advanced degree offerings in Education.
• Online courses began to be offered in spring 2013 and will continue into the 2013 – 14 academic year.
• State authorization application completed through SREB.
We have not applied for state authorization in all states.
Online course offerings helped with summer 2013 enrollment. Since spring 2013, over 300 “seats” have been filled with online students.
Other state authorization attempts will be made.
Preliminary Recommendations:1. Continue to
explore state authorization options in order to enroll students from a variety of states.
2. Continue to develop new hybrid delivery programs.
Evidence Used:• Minutes
(Provost Council, faculty meetings, APC, etc.)
• Interviews with department chair program coordinators, and other program faculty.
• Interview with Program Coordinator for Online Learning
• Environmental Scan – this subcommittee’s findings should influence the type of programs considered.
• Marketing Positioning Subcommittee – this subcommittee’s work could possibly be used in identifying students who would be interested in online or hybrid delivery programs.
Goals What has occurred What has not occurredLaunch at least one hybrid delivery program by 2012.
• M.A. in Philanthropy and Development scheduled to begin summer 2014 with 33% offered online.
• EU certificate program launched fall 2012.
• An RN to BSN program is being considered.
• Online instruction was expanded for the advanced degree offerings in Education.
• Online courses began to be offered in spring 2013 and will continue into the 2013 – 14 academic year.
• State authorization application completed through SREB.
We have not applied for state authorization in all states.
Goals Other discussion Recommendations
Launch at least one hybrid delivery program by 2012.
Online course offerings helped with summer 2013 enrollment. Since spring 2013, over 300 “seats” have been filled with online students.
Other state authorization attempts will be made.
Preliminary Recommendations:1. Continue to explore state authorization options in
order to enroll students from a variety of states.2. Continue to develop new hybrid delivery
programs.
Goals Institutional Data and Analysis Considered Impact from Other Committees
Launch at least one hybrid delivery program by 2012.
Evidence Used:• Minutes (Provost Council, faculty
meetings, APC, etc.)
• Interviews with department chair program coordinators, and other program faculty.
• Interview with Program Coordinator for Online Learning
• Environmental Scan – this subcommittee’s findings should influence the type of programs considered.
• Marketing Positioning Subcommittee – this subcommittee’s work could possibly be used in identifying students who would be interested in online or hybrid delivery programs.
Extended Institutional
Planning Council(EIPC)
EIPC Dashboard
Measures Added
Four subcommittees
consideredeach goal
Progress evaluated for each
goal
If needed, new recommendations
made for each goal
The Review Process
Program Portfolio and Environmental Scan DashboardThree Year
AverageCurrent
YearGoal for FY
2021Source 2012 2013 2014 2015 2016
PortfolioSophomore Retention Rate
63% 67% 70% IE 60% 61% 61% 67%
Four-Year Graduation Rate
41% 43% 52% 41% 43% 36% 43%
Six-Year Graduation Rate
49% 47% 60% IE 38% 53% 46% 47%
Graduate School Enrollment
95 116 245 68 84 84 116
Number of Students in Online Courses, Summer 2013 - Spring 2014 (unduplicated headcount within each semester)
520 716 600Director of
Online Learning
450 394 716
Program Portfolio and Environmental Scan Dashboard Three-Year
AverageMost Current
Year Goal for FY 2021 Source
First Year to Second Year Retention Rate 63% 67% 70% Consumer Information
Four Year Graduation Rate 41% 43% 52% Consumer Information
Six Year Graduation Rate 49% 47% 60% Consumer Information
Graduate School Enrollment 95 116 245 Day of Record Report
Number of Students in Online Courses,
Summer – Spring(unduplicated headcount
within each semester)
520 716 600 Director of Online Learning
Are we there yet?
Extended Institutional
Planning Council(EIPC)
EIPC Dashboard
Measures Added
Four subcommittees
consideredeach goal
Progress evaluated for each
goal
If needed, new recommendations
made for each goal
The Review ProcessBoard
ofTrustees Review
• The Board of Trustees strongly affirmed and enthusiastically supports recommendations for the development of new programs and strongly supports the launch of more online classes. In addition, the BOT strongly supports the further exploration of an RN to BSN online degree track.
Extended Institutional
Planning Council(EIPC)
EIPC Dashboard
Measures Added
Four subcommittees
consideredeach goal
Progress evaluated for each
goal
If needed, new recommendations
made for each goal
The Review ProcessBoard
ofTrustees Review
Faculty and Staff
Review
Strategic Plan Revision Presented at Faculty Meeting
Extended Institutional
Planning Council(EIPC)
EIPC Dashboard
Measures Added
Four subcommittees
consideredeach goal
Progress evaluated for each
goal
If needed, new recommendations
made for each goal
The Review ProcessBoard
ofTrustees Review
Faculty and Staff
Review
Board of
Trustees Final
Review
History, cont.
• 2014– M.A. in Philanthropy and Development (hybrid)– Defined our own quality rubric.– SECRRA Membership
• 2015– Most of our summer students were online.– Developed online certificates.
History (3)
• 2016– RN to BSN online; – M.S. in Strength and
Conditioning – GA-SARA/NC-SARA; – SACSCOC
documentation; – development
Goal: Process for Execution
ProgramProposal
AcademicPolicies
Committee
SACSCOC Prospectus Submission
and Notification
Pedagogy/Technology
DevelopmentMarketing
Recruitment/Enrollment
StateAuthorization
Summer 2014 – Cohort 1, Philanthropy and Development
Content Creation
SitePreparation
Reactions
• 2012– Vocalized distrust, fear, and (in some cases) anger.– BOT note of support of online instruction.
• 2014 – “You’re winning.” – Approx. 30% of all faculty members teaching.
• 2016– 36% of all students have taken an online course. – 50% of all faculty members have taught in online/hybrid delivery
courses.
Lessons Learned
• Admissions/Registrations – Processes were not efficient– Students needed to be aware of
delivery styles.– Advertise, advertise, advertise.– We cannot delete information.
• LMS– Sample, alpha test, beta test,
deploy.– Training
Lessons Learned, cont.
• Policy/Administration– Committee vs. director.– Faculty involvement inversely proportional to comfort.
• Assessment– Individual course.– Programmatic/Institutional
• State Reciprocity– State reciprocity was a tremendous time saver.– Scaffolded into SACSCOC documentation.
Lessons Learned (3)• Balanced discussions bring balanced
opinions.• Offer regular reports to stakeholders
(faculty, administration, BOT).• Show appreciation to co-workers.• Build teams; delegate.• Good tools make everything easier.
Extended Institutional
Planning Council(EIPC)
Four subcommittees
consideredeach goal
Progress evaluated for each
goal
If needed, new recommendations
made for each goal
Board of
Trustees Review
Board of
Trustees Final
Review
Faculty and Staff
Review
The Refined Process
EIPC Dashboard
Measures Added
Roundtable Discussion
• Choose one initiative from among those selected at your table and choose one person to be the recorder.
• As a group, create a flow chart, using the processes discussed, to indicate how you would plan and implement your chosen initiative.
• Make note of any problems or gaps that you see in the process.
Are we there yet?
Future Hurdles and Conclusion
• Restructure of Upper-level Administration• Lost History• Continue to Refine• Continue to Review Latest Enhancements• Consider Budget Impact of New Recommendations
Questions?
Calvin Hall, with Jon ErnstbergerDirector of Online Instruction/ Instruction [email protected]
Swarley Nate, with Carol YinDirector of Institutional [email protected]