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

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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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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

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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

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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

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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

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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

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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

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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
• 
  

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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

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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

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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

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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

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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

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The Challenge What Do Online Learners Want,
Need, and Expect?
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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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The Future?

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

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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.

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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.

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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.

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Online Education Entrepreneurs

• University of Phoenix
• Cardean/UNext
• Jones International
• Capella University
• Sylvan/Laureate

• Corinthian College
• Kaplan Colleges
• DeVry Institutes
• Trump U
• Strayer

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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.

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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.

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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!

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At Stanford we like to say

• Standing still is like going backwards.

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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

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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.

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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.

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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
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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
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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

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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

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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

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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

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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

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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.

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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
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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.

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Stanford Online
Provide busy, mobile technical professionals and
managers access to career-long education where
and when needed.
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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.

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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.

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Stanford Online

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

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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

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Institutional Strategies for Anywhere/Anytime
Learning Some Lessons Learned
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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.

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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.

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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.

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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.

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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.

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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.

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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

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Questions and Conversations

• Andy DiPaolo
• adp_at_stanford.edu
• Stanford Center for Professional
  Development
• http//scpd.stanford.edu

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