Making a smooth transition“the traditional campus university“becomes“the on-campus/off-campus/no-campus university”Vice Pr...
On-campusOff-campusopenGovernanceOperations2TECHNOLOGY
Governance for online learning & for MOOCsAgile when necessary (MOOCs), standard processes when not (ODL)Educate the gover...
SMTMOOC TeamMOOC course teamsInstitute forAcademicDevelopmentExternalsMediaReputationPeersInternalsCourtSeniorCommitteesSe...
SMTODL/MOOC TeamODL or MOOC course teamsInstitute forAcademicDevelopmentExternalsMediaReputationPeersInternalsCourtSenior ...
Managing the operationsOnline (distance) learningInvestment - £5M + academic time + central team – long termInvest in busi...
Managing the operationsMOOCsInvestment – unknown in advance, re-assess regularly – duration??Used ODL team+; new video stu...
Lessons learned We can blend the best of cottage industry with industrialstrength Agility can be with high quality Exce...
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Making a smooth transition

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Making a smooth transition
Professor Jeff Haywood
Vice-Principal for Knowledge Management and Chief
Information Officer, University of Edinburgh

Published in: Technology, Business
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Making a smooth transition

  1. 1. Making a smooth transition“the traditional campus university“becomes“the on-campus/off-campus/no-campus university”Vice Principal Professor Jeff HaywoodUniversity of Edinburgh1
  2. 2. On-campusOff-campusopenGovernanceOperations2TECHNOLOGY
  3. 3. Governance for online learning & for MOOCsAgile when necessary (MOOCs), standard processes when not (ODL)Educate the governance participants rather than create additionalmechanismsQuality management throughoutExplicit risk assessment & risk mitigationUnderstanding & exposingreturn on investmentTrust, trust, trust3
  4. 4. SMTMOOC TeamMOOC course teamsInstitute forAcademicDevelopmentExternalsMediaReputationPeersInternalsCourtSeniorCommitteesSenatusStudentAssociationAcademic bodyMOOC tutorsCurriculumapprovalPost courseevaluationVP 1Governance: major strategic project - MOOCsCoPs4School leadership,Academic BoardsLocal QA C’ttees
  5. 5. SMTODL/MOOC TeamODL or MOOC course teamsInstitute forAcademicDevelopmentExternalsMediaReputationPeersInternalsCourtSenior CommitteesSenatusStudent AssociationAcademic bodyODL or MOOC tutorsCurriculumapprovalPost courseevaluationVP 2Governance: ODL or MOOC as normal businessCoPs5Schoolleadership,Academic BoardsLocal QA C’ttees
  6. 6. Managing the operationsOnline (distance) learningInvestment - £5M + academic time + central team – long termInvest in business cases (academic AND financial)Targets – 10,000 learners online/off-campus – all 23 SchoolsinvolvedChallenges – redesigning services, reshaping income flows,marketingMust feel fast, efficient, effective and fun6
  7. 7. Managing the operationsMOOCsInvestment – unknown in advance, re-assess regularly – duration??Used ODL team+; new video studio/producer/custom video training;Schools ‘only’ contributed academic time; central team took alladmin load with Coursera/internal processes; full copyrights /accessibility service;Targets – explore pedagogical challenges, reach new audiences,enhance reputation, collaborate with peersChallenges – high but uncertain risks, high speed, became politicisedMust be even faster, even more efficient & effective and lots of fun!7
  8. 8. Lessons learned We can blend the best of cottage industry with industrialstrength Agility can be with high quality Excellent people – we have, MUST KEEP, need more! We have strong backing from governors and alignment in SMT We understand our appetite for riskMOOCs @ Edinburgh Report #1 can be found at: http://edin.ac/10GWbxA8

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