eLearning Approach to Increase Enrollment, Retention, & Graduation Rates

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The University of Southern Mississippi embarked on an initiative to ensure quality and success in their online programs.

The University of Southern Mississippi embarked on an initiative to ensure quality and success in their online programs.

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  • program/dept.      faculty resources      faculty attitudes      physical resources      financial resources      section demand      obstacles      current enrollments      year-to-year growth      curriculum changes student      life goals      competing priorities      steady progress      support services      contingencies just get it online - worry about scheduling later competing needs built on full-time student assumptions programs assume someone else will guide through admissions information overload "list method" advising
  • program/dept.      faculty resources      faculty attitudes      physical resources      financial resources      section demand      obstacles      current enrollments      year-to-year growth      curriculum changes student      life goals      competing priorities      steady progress      support services      contingencies just get it online - worry about scheduling later competing needs built on full-time student assumptions programs assume someone else will guide through admissions information overload "list method" advising
  • Scheduling Optimization Exercise Goals and Objectives Course Sequence Review Key Assumptions Schedule Optimization Constraints and Strategies
  • Scheduling Optimization Exercise Goals and Objectives Course Sequence Review Key Assumptions Schedule Optimization Constraints and Strategies
  • Scheduling Optimization Exercise Goals and Objectives Course Sequence Review Key Assumptions Schedule Optimization Constraints and Strategies

Transcript

  • 1. USM e-Learning Initiative 2.0 Creating Futures Through Technology Conference March 5, 2010 Sheri L. Rawls, Director Amy Thornton, Instructional Technologist Bonnie Cooper, Think Center Coordinator
  • 2. Agenda
      • USM Overview
      • Project Objectives
      • Challenges and Opportunities
      • Approach
      • Project Structure
        • Workstreams
        • Overview of project components
        • Project participants
      • Results
      • Why USM partnered with Bb
      • Key recommendations: what has worked and not worked
  • 3. USM Overview
      • Premier research university for the Gulf South
      • Dual campuses in Hattiesburg and MS Gulf Coast region
      • 5 Colleges
      • SACS Accredited
      • Approximately 800 faculty
      • Approximately 16,000 students across all campuses
      • Largest number of community college transfers among MS IHL’s
      • 387,121 SCH generated in 08-09
      • 3237 UG, Grad, and PhD degrees awarded 08-09
  • 4. Project Objectives
      • Targeted programs to increase enrollment, retention and graduation rates
      • Address these objectives for the coastal region students and non-traditional students
      • Sustainable model
        • Financial
        • Academic
    Establish a programmatic approach to online learning at USM to increase enrollment, improve retention and graduation rates Key Objectives
  • 5. Challenges and Opportunities
      • Economics
      • Investing for the future in tough times
      • Long term strategic plan
      • Cultural shift
      • Buy in of all key stakeholders
      • Consistent student experience
      • Create high-quality, consistent user experience (for both students and instructors) 
      • Market demands innovation and results versus old way of doing things
  • 6. Past Approaches
      • College of International and Continuing Education
        • Organic
        • Ad Hoc
        • Financially driven
      • “ Top Down” approach from previous administration
      • SunGard
      • Managed by Learning Enhancement Center
  • 7. Approach
      • President and Provost full support
      • Institutional approach
        • Multi-phased project
        • Collaborative effort between multiple departments
      • Selection of high impact program(s)
      • Faculty buy in – RFP process
      • Change Management
  • 8. Project Structure
      • Across many academic, functional and technical areas
        • Office of the Provost
        • Learning Enhancement Center
        • iTech
        • University Communications
        • Student Affairs
        • Academic and administrative departments
      • Executive Sponsorship and involvement
      • Design for sustainability
      • Financial commitment
      • Resource commitment
  • 9. Project Management
    • Blackboard
    • Learning Enhancement Center
    • Academic departments
    • Knowledge transfer
  • 10. Workstreams
      • Course Design and Faculty Development
      • Course Scheduling
      • Financial Model
      • Marketing and Branding
      • Change Management
      • Project Management
      • Pilot program (Teacher Assistant Program, EL ED K-6) rolled out Fall 2009
  • 11. Course Design and Faculty Development
      • Rubric Development
      • Evaluation
        • Student focus groups
        • Faculty feedback
      • Template Design
      • Training
      • Course Development/Redesign
      • Follow-up
        • Showcase
        • Interviews
        • Peer Review / post-assessment
  • 12. Scheduling
      • Guiding questions
        • What do I worry about if I'm program/department chair?
        • What do I worry about if I'm an online student?
        • What are the disconnects?
        • What are other issues that affect scheduling?
      • Solutions
        • Guiding Principles
        • Practical Approaches
        • Program Recommendations
        • University Recommendations
  • 13. Course Scheduling
  • 14. Identifying Process Improvements
      • Advising workflow - Existing
  • 15. Identifying Process Improvements
      • Advising workflow
  • 16. Marketing and Branding Teacher Assistant Program
      • Direct mail
      • Website
      • Handouts
      • PPT Templates
      • Letters to Superintendents
    “ Your Own Class” yourownclassusm.com
  • 17. Eagle Learning Online http://www.usm.edu/elo
  • 18. Financial Model
    • Is online learning viable?
    • Is it costing the university money?
    • Is it a revenue stream?
    • Are we investing adequately in this effort?
    • How do we track these dollars?
  • 19. Change Management
    • Communication process
    • Communication matrix
    • Impact analysis
    • Engaging all stakeholders
    • Change Management Task Force
    • Change Management Sponsor
  • 20. Results of Pilot Program Teacher Assistant Online Program Fall 2009
      • Focus on growth
      • Focus on new revenue
      • Targeted marketing
      • Standardized course design
      • Process for program selection
      • Developing the model to move forward
  • 21. Teacher Assistant Program “Before”
  • 22. Teacher Asst Program “After”
  • 23. Rollout of Spring 2010 Programs
      • Two programs selected through RFP process
        • Construction Engineering Technology (UG)
        • Sport Coaching Education (GRAD)
  • 24. Future Program Implementations
      • Fall 2010
        • Polymer Science, Composite Emphasis, MS
        • Special Education EL ED, TA program, BS
      • Remaining programs
        • RFP process repeated
  • 25. Looking to the Future
      • Blackboard 9.1
        • Phased approach
        • Pilot programs
        • Training
      • ELO Microsites
        • Remaining programs
        • New programs
      • Assessment and implementation new programs
      • Peer Review Process
      • Marketing and Recruiting
  • 26. Milestones
      • Teacher Assistant Program
        • 29 students enrolled in Fall cohort
        • 12 faculty attended training
        • 16 courses redesigned
      • Construction Engineering Technology
        • Spring 2010 rollout
        • ~12 faculty in training
        • 27 courses redesigned
      • Sport Coaching Education
        • Spring 2010 rollout
        • ~10 faculty in training
        • 16 courses redesigned
        • Online Location (SOAR)
      • Course Coding (SOAR)
      • Steering Committee
      • Change Management Task Force
      • Dedicated budget
  • 27. Development of USM and Blackboard Partnership
      • Relationships in state
      • SME – framework
      • Familiar with infrastructure
      • Industry leader – Industry perspective
      • Partnership approach
      • One throat to choke
  • 28. Lessons Learned
      • Direct access to Executive Sponsor
      • Adequate and appropriate resources
      • Need a long term, phased plan
      • Changing culture is hard, need to focus on this
      • No quick fixes, a long term investment
      • Involve faculty in all aspects of the project from the very start
      • Clear and constant communication to all stakeholders
      • Anticipated issues with faculty, but more with administrative functional departments
      • State and/or system level project support is necessary
  • 29. Departmental Impact
    • Reorganization
    • Restructuring
    • New and increased services
    • New strategic direction
    • Mission re-established
  • 30. Questions?