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Moving to Anywhere, Anytime Learning Institutional Strategies for Meeting the Online Education Needs

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Title: Moving to Anywhere, Anytime Learning Institutional Strategies for Meeting the Online Education Needs


1
Moving to Anywhere, Anytime Learning
Institutional Strategies for Meeting the Online
Education Needs of Lifelong Learners
Dr. Andy DiPaolo Executive Director, SCPD
2
News Items
  • More than 1.2M students in the U.S.
    representing 7 of all students enrolled in
    degree-granting institutions projected to earn
    their degree entirely online. By 2008 one out of
    every 10 students will be enrolled in an online
    degree program. May 2006

3
News Items
  • UMass Online enrollments exceed 21,000 with
    revenue at 21M, a 29 increase in one year. -
    March 2006
  • UCLAs OnlineLearning.net enrolls over 60,000
    students annually in lifelong learning classes.
    - March 2004

4
News Items
  • For-profit University of Phoenix enrolls over
    160,000 in online degree programs. Anticipate
    500,000 students worldwide by 2010. - June 2005

  • Barnes and Noble University -- an edumarketing
    initiative from a book seller -- enrolls 200,000
    online students. -
    September 2005

5
News Items
  • Universitas 21, an international online education
    partnership of 16 research universities in 8
    countries and Thomson Learning, falls short of
    student and financial forecasts. - November 2004
  • Scotlands Interactive University exceeds all
    targets and enrolls more than 60,000 online
    students in 20 countries in first 18 months. -
    July 2004

6
News Items
  • NextEd partners with 11 higher education
    institutions to deliver online graduate and
    professional education throughout Asia via the
    Global University Alliance. - November 2003
  • New York University shuts down its virtual
    university spin-off company, NYU Online.
    - January 2003

7
News Items
  • eARMYUs 600M partnership with 29 institutions
    makes 146 degree programs available online. -
    March 2005
  • Australian universities launch aggressive
    advertising campaign in a bid to maintain share
    of lucrative international online education
    market. - May 2004

8
News Items
  • With more than 250,000 enrollments, the
    University Alliance Online a private company
    offers degrees from 11 accredited U.S.
    universities. - June 2005
  • After spending over 30M Columbia University
    closes Fathom, its money-losing online learning
    venture. - January 2003


9
News Items
  • Donald Trump, U.S. billionaire, opens Trump U, an
    online university for business education. -
    May 2005
  • UK eUniversities Worldwide designed to provide
    global online degrees from UKs best universities
    fails after spending 63M. - May 2004

10
News Items
  • Intel and Microsoft work with institutions to
    develop company-specific online graduate degree
    programs. - February 2005
  • AllLearn, a nonprofit venture by Oxford, Stanford
    and Yale to provide online noncredit courses,
    closes citing financial woes. - March 2006

11
News Items
  • Over 200 colleges and universities join together
    to offer free online courses to support displaced
    students from Hurricane Katrina. Effort provides
    boost to acceptability of online higher
    education. - October 2005
  • Ireland and UK sign higher education pact to
    create lifelong access to flexible and convenient
    e-learning programs. - November 2005

12
News Items
  • Sloan Foundation contributes over 50M to 118
    academic institutions to develop asynchronous
    learning networks. - December 2004
  • United Nations and university partners launch
    Global Virtual University delivering online
    education to meet the needs of the developing
    world. - June 2003

13
Where are we headed?
  • Access to learning independent of
  • Time Economic status Distance
    Physical disability
  • Move instruction, not people to
  • Save time Improve learning
    Reduce cost Provide choice
    Increase capacity
    Generate revenue
  • Address competition
  • Meet student, industry govt.
    expectations

14
The Challenge What Do Online Learners Want,
Need, and Expect?
15
The Challenge
  • Assume responsibility for increasing personal
    market value. Busy yet anxious to learn.
  • Access to learning anytime and anywhere. Time
    and availability is often more important than
    cost for mobile learners who want an on-the-go,
    24/7 connection to education.

16
The Challenge
  • Convenience and flexibility with a range of
    course and program delivery options and multiple
    avenues for learning.
  • Wide range of online degree, certification and
    career-building programs not just random online
    courses with flexibility around when programs
    start and end. Push is for modular instruction
    versus courses.

17
The Challenge
  • Well-designed, engaging, relevant and
    continuously updated programs which facilitate
    the transfer of learning to direct application.
    Mastery of content -- not seat time -- is the
    goal.
  • Emphasis on active, challenging scenario-based
    learning using real, vivid and familiar
    examples. Think games, simulations and shared
    virtual and immersive environments.

18
The Challenge
  • Self-directed, demand-driven learning with
    control of the pace, sequence and mode of
    learning. Impatient with inefficient methods.
    Want to multi-task while learning.
  • Choice of synchronous, asynchronous, and blended
    learning options.

19
The Challenge
  • Customized learning experiences based on
    assessment of knowledge gaps, personal learning
    styles and preferences. Shift from just-in-case
    to just-in-time to just-for-me learning.
    Strong interest in search/Google-like learning.
  • Provisions for e-advising, e-coaching and
    e-mentoring.

20
The Challenge
  • Participation in a networked learning community
    including interaction with instructors, tutors,
    peers and experts.
  • Practice collaboration by working in dispersed
    learning groups, including global interactions.

21
The Challenge
  • Access to providers with a recognized brand and
    reputation. Will consider a mix of higher
    education, prof trade associations, publishers,
    govt agencies, libraries, corporations, etc. but
    want formal certification for the effort.
  • Preview of courses and review of evaluations
    before registering.

22
The Challenge
  • World-wide access to electronic resources with
    instruction on how to evaluate and apply what is
    collected.
  • Outstanding support services with a focus on
    student as customer. Elimination of delays and
    inefficient procedures regarded as essential.
  • Competitive and variable pricing.

23
The Challenge
  • Continuous, prompt, and meaningful forms of
    assessment and feedback.
  • Use of delivery technology which is smaller,
    faster, brighter, cheaper and totally mobile.
  • Ongoing educational renewal over an entire career
    with commitment from a provider to support
    learning for a lifetime.

24
The Online Education Market Continues to Churn
  • Successfully implemented with mixed elements of
    hype and reality.
  • Many competitors from start-ups to well regarded
    names with new markets being developed.
  • When in doubt students choose providers with a
    known reputation and use convenience, access,
    job placement and tuition ROI as success
    indicators.

25
The Future?
  • Higher education institutions will lose an
    increasing share of the growing post-secondary
    education market to other, non-traditional
    providers.
  • -
    Gartner Group

26
From a Venture Capital Prospectus
  • Higher Education
  • Is the most fertile new market for investors in
    many years.
  • Presents the opportunity for very large scale
    activities.
  • Generates a large amount of revenue and its
    market is increasing and becoming global.

27
From a Venture Capital Prospectus
  • Higher Education
  • Has many disgruntled current users.
  • Poorly run, low in productivity, high in cost,
    and cautious with technology.
  • Existing management is sleepy after years of
    monopoly and is ripe for takeover, remaking and
    profits.

28
American Council on Education
  • Although the gold rush attitude and the
    corporate cowboys of a few years ago have
    subsided, there is still enough good news to make
    online higher education attractive to
    entrepreneurs.

29
Online Education Entrepreneurs
  • University of Phoenix
  • Cardean/UNext
  • Jones International
  • Capella University
  • Sylvan/Laureate
  • Corinthian College
  • Kaplan Colleges
  • DeVry Institutes
  • Trump U
  • Strayer

30
Online Education Entrepreneurs Versus
Traditional Institutions
  • Focus on learning vs teaching.
  • Nimble, flexible, responsive, and speedy to
    market.
  • Apply commercial grade marketing, sales,
    customer service, design and production skills.

31
Online Education Entrepreneurs Versus
Traditional Institutions
  • Larger investments, more resources.
  • Ability to capitalize on instructional
    technology.
  • No university bureaucracy and strict
    faculty evaluation measures.
  • Regard education as a commodity.

32
In online education it sometimes feels as if
  • Youre driving a new car down an unfamiliar road
  • Without a map
  • To get to an unknown destination at breakneck
    speed
  • It may sometimes seem like the best strategy
    is doing nothing!

33
At Stanford we like to say
  • Standing still is like going backwards.

34
Stanford University
  • Recognized as offering outstanding education and
    research programs.
  • Research volume 4,500 projects at 975M
  • Students
  • 6,753 undergrad
  • 8,093 graduate
  • Faculty 1,773
  • Strong history of connections to industry

35
Stanford University Corporate Relations
  • Stanford University fosters a climate where
    collaboration with industry thrives, generating
    both breakthrough discoveries and the science and
    technology that can support continuous
    innovation.
  • With a long history of very productive
    relationships with corporations of all sizes,
    from startups to mature, successful enterprises,
    Stanford provides firms with education, research
    partnerships, consulting, and connections to
    world class faculty and students.

36
Stanford Center for Professional Development
  • SCPD -- working with Stanford faculty and
    industry experts -- develops and delivers
    academic and professional education programs
    on-campus, on-site and at a distance to meet the
    career-long education needs of professionals,
    managers, and executives.

37
Stanford Center for Professional Development
Stanford University Curriculum
Professional Education
Academic Programs
Meeting education needs of professionals,
managers and executives
Degrees, Certificates, Individual Courses
to meet your education and
schedule requirements
38
SCPD CustomersTop 30 in 2005-06
  • Analog Devices
  • Natl Semi
  • United Tech Corp
  • Marvell Semi
  • Northrop Grumman
  • Apple Computer
  • VMware
  • Lockheed Martin
  • Sun Microsystems
  • Intel
  • Cisco
  • Google
  • Oracle
  • Synopsys
  • Applied materials
  • NASA-Ames
  • IBM
  • Genentech
  • Hewlett Packard
  • Xilinx
  • Yahoo
  • Boeing
  • Adv Micro Devices
  • Sandia
  • LLNL
  • General Motors
  • KLA Tencor
  • Agilent
  • Adobe
  • Microsoft

Total 420
39
SCPD Academic Offerings
  • Part-time Masters Degree -
  • Honors Cooperative Program
  • Graduate credit courses - Non-Degree Option
  • Academic certificates
  • Audit Program
  • 250 graduate courses
  • offered to industry students online

40
Part-time MS Degree Programs - Honors Coop
On Campus and at a Distance
  • Engineering Departments
  • Bioengineering
  • Aeronautics Astro
  • Chemical Engineering
  • Civil Environmental Eng
  • Computer Science
  • Electrical Engineering
  • Management Science Engineering
  • Materials Science Eng
  • Mechanical Eng
  • MS degree can be completed at a distance
  • Other Disciplines
  • Applied Physics
  • Education Learning
  • Design Technology
  • Statistics
  • Interdisciplinary Programs
  • Institute for Computational and Mathematical
    Eng
  • Biomedical Informatics

41
Stanford Academic Certificates 35
programs (3-5 credit courses) all delivered via
the web
  • Nanoscale Materials Science
  • Spacecraft Design Operations
  • Artificial Intelligence
  • Wireless Personal Communication
  • Data Mining and Applications
  • Engineering Risk Analysis
  • International Security
  • Design for Customer Value and Market Success
  • Product Creation and Innovative Manufacturing

42
Professional Education Offerings
  • Non credit short courses
  • certificate programs
  • Course licensing
  • Research seminars
  • Custom programs
  • Courselets mini-lessons
  • Delivered online, on-campus and on-site

43
Professional Education Programs
  • Stanford Advanced Project Management
  • Cardiovascular System for Engineers
  • Advanced Computer Security Program
  • Bioinformatics Methods Techniques
  • Stanford Systems Engineering
  • Virtual Design and Construction
  • Strategic Decision Risk Management

44
Professional Education Programs
  • Stanford Advanced Project Management
    Certificate Program awarded Best Professional
    Education Program in U.S. for 2005 by
    Association for Continuing Higher Education.

45
SCPD Delivery Systems
  • Five TV channels
  • Two-way video
  • Satellite
  • Video, CD, DVD
  • Multimedia /Simulations
  • Web Streaming
  • Podcasting
  • On campus
  • Corporate sites
  • Blended approaches

Stanford Instructional TV Network Stanford Online
46
What our engineers and managers are saying is
that the demands of their jobs are such that they
cant get away from work. Since they are working
60 hours a week, any education they get has to be
at their convenience and available online .
The Problem
  • Manager of Engineering Education
  • AMP,Inc.

47
Stanford Online
Provide busy, mobile technical professionals and
managers access to career-long education where
and when needed.
48
Stanford Online
  • Delivers 14,000 hours annually of academic
    courses and professional education programs.
  • Pioneered at Stanford and became recognized
    model. Offered the first online graduate degree
    in engineering and science.

49
Stanford Online
  • Over 3000 online courses produced since starting.
  • Courses updated annually to integrate current
    research.
  • Rapid production process.
  • Used strategically in support of Stanfords
    departments and initiatives.

50
Stanford Online
  • 21st Century Best Practice Award for Distance
    Learning from the U.S. Distance Learning
    Association

51
SCPD Portfolio in 2005-06
  • 7000 industry enrollments annually
  • 420 member companies
  • 250 graduate credit courses
  • 52 MS degree concentrations
  • 35 academic certificate programs
  • 65 professional and executive ed programs
  • 26 research seminars
  • 63 courselets
  • 6 custom programs for industry
  • 14,000 new program hours in digital form

52
Institutional Strategies for Anywhere/Anytime
Learning Some Lessons Learned
53
Strategies
  • Online initiative needs to be consistent with
    institutions mission, values, strengths and
    areas of distinction. Build from tradition in new
    ways.
  • Must begin with a clear, worthy strategic plan
    keeping it close to core faculty and using
    traditional academic structures to accelerate
    development.

54
Strategies
  • Design online education initiative as a way to
    extend and enhance - not replace - academic
    programs. Develop a unique niche to meet a
    local, national or global market need.
  • Aim for the sweet spot -- intersection of
    audience needs and wants, faculty interests,
    institutional strengths and what people will pay
    for.

55
Strategies
  • Think course-to-certificate-to-degree
    progression. Online versions of existing courses
    are easier to start than new ones.
  • Recruit best faculty by offering incentives and
    rewards supportive of change. Address faculty
    concerns regarding ownership of intellectual
    property, increased demands and impact on
    workload.

56
Strategies
  • Start small pilot with existing students, alumni
    and focus groups. Benchmark against competition.
    Experiment, adapt, improve and then scale with
    care.
  • Develop financial model that covers costs and
    investments with revenue distributed to
    participating departments and faculty. Point out
    non-revenue values of faculty participation.

57
Strategies
  • If possible, create a unified institutional
    brand. Strong brands with weak programs will
    diminish the reputation of the institution. Use
    caution in developing collaborations and outside
    partnerships.
  • Identify every possible student service
    interaction and try to make it positive and
    satisfying. Be fast, flexible and attentive.

58
Moving to Anywhere, Anytime Learning
  • Remember its not about technology, its about
    learning!
  • Question everything like an entrepreneur. Think
    daringly, execute steadily.
  • Capitalize on the unexpected and have the courage
    to stop doing.
  • Appoint leaders and staff with focus, passion,
    vision and a willingness to take risks.

59
Moving to Anywhere, Anytime Learning
  • The scarce resource today is not bandwidth,
    but people who can create and innovate in the
    knowledge age.
  • - How Academic Leadership Works

60
Questions and Conversations
  • Andy DiPaolo
  • adp_at_stanford.edu
  • Stanford Center for Professional
    Development
  • http//scpd.stanford.edu

61
Moving to Anywhere, Anytime Learning
Institutional Strategies for Meeting the Online
Education Needs of Lifelong Learners
Dr. Andy DiPaolo Executive Director, SCPD
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