Bowling Green State University developed an effective online faculty development program over many years. Key aspects included establishing an academically driven distance learning operation, identifying low hanging fruit programs, cultivating collaborative relationships, and providing incentives for faculty participation and online course development. The primary goals of BGSU's faculty development were to model the online instructor role, differentiate course goals, promote pedagogical instruction, and address strategies for online interaction and assessment. BGSU provided financial incentives for course development and teaching that helped grow their online program.
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But first, tell us something
about you . . .
•Institutional size, public/private, for profit/non-
profit?
•Depth of investment in distance learning?
•Location of DL initiative?
•Faculty profile — who is your audience?
•Distinctive training needs
•LMS of choice
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Administering and Incentivizing
Online Faculty Development
Dr. Bruce L. Edwards
Bowling Green State University
<edwards@bgsu.edu>
http://cobl.bgsu.edu
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BGSU DL Development Timeline
1999-2000 — Campus Task Force commissioned to explore
possibilities for online delivery of BGSU course work and
programs
2000-01 — Building infrastructure and staffing, naming of
associate dean for distance education, LMS move from
WEBCT™ to Blackboard™, initial program identification
& delivery
2002-04 — Developing inventory, approval policies, business
plan; HLC-NCA report authored, visit from team,
accreditation for all degree programs granted
2005-present — Continuous development and refinement of
incentives policy, faculty training programs, expansion &
diversity of online & blended programs, transition from
Continuing Ed to Academic Affairs.
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Effective Online Faculty Development
Crucial Junctures in Development
• Establishing DL operation base that is academically-
driven (not primarily tech-driven)
• Seeking low hanging fruit (BGSU examples:
Advanced Technology Education; Liberal Studies)
•
Niche program forecasting, assessment of market, and
development & staffing costs
• Course inventory building – general education, key
upper-division, graduate
•
Cultivating collaborative relationships between
college(s) and program developers (admin., faculty,
staff, IT)
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Effective Online Faculty Development
Key Questions for Faculty
Development Planning @ BGSU
Target Audience(s): faculty & student
Delivery Mode(s) for instruction
Technology &/vs. Pedagogy
Implementing Quality Matters™
standards
Incentives for participation in
development/instruction
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Primary Goals of Online Faculty
Development @ BGSU (1)
• Modeling the instructor’s role in an online classroom by
simulating an immersive student experience during the training
• Differentiating course development goals:
•
Replication — Goal: identical as possible to F2F classroom
•
Commensuration — Goal: equivalency
•
Maximization — Goal: exploitation of new medium
• Distinguishing LMS “training” from true pedagogical instruction
• Promoting/demo-ing multiple forms of assessment and
evaluation uniquely available in online media
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• Cataloguing and demonstrating the diverse learner style and
suggest appropriate adaptive strategies to monitor and
facilitate students’ online learning
• Identifying and applying effective strategies for facilitating
and assessing online interaction and transactional discourse
between peers and between students/faculty
• Developing repertoire of appropriate classroom strategies to
promote active learning (using basic LMS, other stand alone
online tools, QM design principles, etc.)
• Addressing effective time management skills and workload
expectations related to teaching effectively online
Primary Goals of Online Faculty
Development @ BGSU (2)
Effective Online Faculty Development 8
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Effective Online Faculty Development
BGSU Incentives Policy in a Nutshell
•
Incentives apply to program-based development not
single courses
•
Faculty receive up to $2000 per course developed
•
Faculty receive $1000 bonus per course taught, each
time it is taught
•
Prior to 2009, colleges & departments also received a
bonus of $500 and $750 respectively per course.
•
Dept. chairs received reimbursement for any temporary
hire needed to replace faculty member on DL
assignment.
•
Training program and “certification” now mandatory.
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CODA: Reflections on BGSU Faculty
Development
• Since 2005, Bowling Green State University
has offered faculty development course work
for online pedagogy and strategic use of Web
2.0 tech tools in a fully-online format.
• More than 400 part- and full-time faculty have
completed the course designed to be both
comprehensive and compact.
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Outcomes
• Over the past three years, BGSU has collaborated with
staff among several two-year and private colleges in Ohio
to continue to refine, extend, promote, and share faculty
development opportunities that enrich faculty experience
and grow expertise in the region.
• This has had the desired effect of growing partnerships
and articulation agreements that advantage distance
learners in this region as well as developing a cooperative
of well-trained faculty who can respond to staffing needs
throughout the state.
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Ongoing Challenges
• Maintaining currency: platforms, tools, rising
expectations, staff development
• Training vs. retraining: overcoming faculty
reluctance to refresh knowledge
• “Quality” battles: addressing the campus
climate
• Budget shrinkage for incentives and basic
operating expenses and staffing
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For more info: http://cobl.bgsu.edu
http://online.bgsu.edu
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T I E
Technology Instructional Enhancements
Outreach Credit Programs
Outreach School
University of Wyoming
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Identify, explore and evaluate new
technologies and
their application to
teaching and learning.
Purpose
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Process
• Encourage faculty innovation
• Support faculty in this innovation
• Develop “Best Practice” models
• Evaluate innovations
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Projects
• Web Conferencing
• Streaming Video
• Podcasting
• Advanced technologies
Outreach faculty were invited by instructional designers to
participate in one of the development program projects
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Incentives
• Monetary, material, and support incentives
• Varying monetary stipends, depending on
level of participation
• “Tech toy” of voice recorder or Flip Video
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Commitments
from faculty
•Participate in training
•Assess outcomes
•Present on experience
•Revise class design
•Use it !
from UW Outreach
•Monetary stipend
•“Tech toy”
•Software & hardware
•Training
•Instructional design
•Technical support
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What motivated you to participate in this
TIE Development Program?
• Monetary stipend
• “Tech Toy”
• Provision of hardware and software
• Instructional training, design, and support from OCP
instructional designer
• Interest to expand teaching skills
• Desire to use this technology for specific teaching and
learning activities in this class
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Conclusions
• Technology adoption extends beyond TIE
• e-volution Tech Forum success
• Evidence for continuing Elluminate
• Greater understanding of faculty motivations
• Demonstrated “what we do.” (internal
marketing)
• Institutionalizes the exception as the standard
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Thanks for your time!
• Dr. Christi Boggs, cboggs@uwyo.edu
Outreach Credit Programs
307-766-4300
http://www.uwyo.edu/TIE