UAB Online Strategic plan · UAB ONLINE STRATEGIC PLAN ... Strategic online program and enrollment growth ... student success online OBJECTIVES A1. Clear,

Clarus Consulting Group

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UAB ONLINE STRATEGIC PLAN

Division of eLearning and Professional Studies

October 2013

Summary Report

2201 5th Avenue South, Suite 100 Birmingham, AL 35233

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Contents Overview ....................................................................................................................................................... 2

Strategic Priorities ......................................................................................................................................... 3

Strategic Priority 1: Quality Curriculum .................................................................................................... 4

Strategic Priority 2: University Success ..................................................................................................... 4

Strategic Priority 3: Student Success ........................................................................................................ 5

Strategic Priority 4: Faculty Success .......................................................................................................... 5

Strategic Priority 5: Enabling Technology ................................................................................................. 6

Consultant Recommendations ...................................................................................................................... 6

Attachment A: UAB Online Education Strategic Plan ................................................................................... 8

Attachment B: Preliminary Implementation Tactics .................................................................................... 9

Attachment C: Preliminary Metrics ............................................................................................................ 11

Attachment D: Letter from the President and Provost .............................................................................. 13

Attachment E: Steering Committee Member Roster.................................................................................. 14

Attachment F: Stakeholder Engagement Participants ................................................................................ 15

Attachment G: Strategic Planning Retreat Invitation List ........................................................................... 16

Attachment H: Strategic Planning Retreat Agenda ..................................................................................... 18




Overview

Recognizing the enormous opportunity for online education, the University of Alabama System Board of

Trustees established the Division of eLearning and Professional Studies at UAB in February 2013. As part

of a university-wide strategic planning focus initiated by UAB President Ray Watts in 2012, the Division

of eLPS was charged with leading a campus-wide strategic planning process for UAB online education.

The initiation of the planning process aligned with the launch of the online portal, uab.edu/online in

May 2013.

Online learning is a strategic asset for UAB that has a unique capacity to help the university expand its

reach, capitalize on promising opportunities and ultimately fulfill its mission. As envisioned, UAB Online

can:

Quickly expand the reach of the UAB brand on a global scale

Build upon the university’s existing historical successes in online education to tap into new

markets

Improve undergraduate student retention and 6-year graduation rates by improving student

flexibility and access to required courses

Provide a means for UAB to serve Alabama’s underprivileged students who must still work on a

full time basis to afford a college degree

Create new revenue streams by helping schools partner with the corporate community to

provide online workplace education

Align and integrate individual school efforts to establish a baseline quality standard for online

education at UAB

“Higher education is changing rapidly and online education is a strategic asset for UAB to

remain on the cutting edge. As a world-class research university, we must always strive to

build on our strengths and transcend boundaries. Online education at UAB is one of our key

windows to the world. We will be able to reach a new population of students who are not

able to attend classes on our campus because of work or other responsibilities. We will be

able to expand our brand awareness, “Knowledge that will change your world,” to a broad,

international audience. Expanded online enrollments, coupled with unique online

professional development courses, will provide the university with new revenue streams.”

Letter from President Ray L. Watts, M.D. and Provost Linda C. Lucas, PhD introducing

strategic planning process for UAB online education




Led by Martha Bidez, Ph.D., Executive Director of the Division of eLearning and Professional Studies, the

strategic planning process for UAB online education was intentionally designed to be extensive and

inclusive. The process included:

Formation of a Strategic Planning Steering Committee

Stakeholders engagement via:

o the Sloan-C Quality Survey sent to 413 online instructors from the Fall 2012 and Spring

2013 semesters

o the LMS Needs Assessment Survey performed July – September 2013 which polled

faculty, students and instructional designers about learning management system

features and capabilities, and

o a strategic planning stakeholder engagement process led by Clarus Consulting Group

which included 17 individual interviews, 3 focus groups and an online survey

Identification of strategic priority areas

A strategic planning retreat with representatives from across campus to confirm strategic

priority areas, develop goals and objectives, and identify preliminary tactics and metrics

Development of a strategic plan outline with review and revision by the Steering Committee

An outline of the plan’s priorities, goals and objectives is provided below and in Attachment A.

Preliminary tactics and metrics are found in Attachment B.

Strategic Priorities During the course of the planning project, the following five strategic priority areas were identified for

UAB online education:

Faculty Success

Enabling Technology

University Success

Student Success

Quality Curriculum




Strategic Priority 1: Quality Curriculum

Strategic Goal:

Vanguard in the art and science of online teaching and learning

Objectives

Clear, consistent university-wide practice guidelines and policies for online education

Online education content and delivery aligned with SACS and Sloan, Quality Matters or other

standards

Effective and engaging faculty training to achieve high quality online education

Processes for ongoing evaluation and assessment to assure quality in course content and

teaching

Strategic Priority 2: University Success

Strategic Goal:

Global leader in quality online education

Objectives

An epicenter of breakthrough knowledge creation to advance online education

Innovative, sustainable business models providing revenue to the university and all academic

units to support faculty in online teaching and research

Strategic online program and enrollment growth

Market-driven curricula provide relevant, real world educational opportunities for adult learners

Innovative, global partnerships engaging both private and public sectors




Strategic Priority 3: Student Success

Strategic Goal:

A learning community of successful, online students who are engaged with the

university, the faculty and each other

Objectives

Equivalent access to university support services for online and face-to-face students

Systems for authentication and verification of online students

Enhanced universal design and compliance with the Americans with Disabilities Act

A technology-enhanced, comprehensive approach to student retention

Online technology support and training for students

UAB’s online offerings viewed as the preferred platform for lifelong learning

Strategic Priority 4: Faculty Success

Strategic Goal:

World-class faculty who are inspired and professionally fulfilled by teaching in

an online environment

Objectives

Faculty-driven incentives and recognition strategies for online teaching

Faculty evaluation measures aligned with online goals

Seamless communication and coordination between faculty and online support resources

One-on-one instructional design and online pedagogy support

Strong mentorship and communities of practice programs for faculty

Professional development support for online faculty




Strategic Priority 5: Enabling Technology

Strategic Goal:

Cutting-edge campus technology and infrastructure that ensures faculty and

student success online

Objectives

State-of-the-art portfolio of reliable learning technology tools

Streamlined and efficient administrative operations

Effective and motivating technology training for faculty, staff and students

User-friendly technology and systems to support online education

Customer-centric integrated support service with central and local resources developed and

implemented

Consultant Recommendations 1. Communication: Distribute the Strategic Plan to key stakeholders, including those interviewed

and those who participated in the strategic planning retreat. Post the Strategic Plan on the

uab.edu/online website as well. In the case of some key stakeholders it may be beneficial to conduct a

follow up meeting to review and discuss the plan and build buy-in.

2. Strategic Plan Work Groups: This strategic plan identifies goals and objectives for each strategic

priority area; preliminary tactics and metrics generated from the strategic plan retreat have also been

captured (see Attachments B and C). The task going forward will be to complete the development of

tactics and metrics, develop implementation timelines and identify resource requirements and

responsibilities for implementation. To complete these tasks, each strategic priority should have a

dedicated work group with a dedicated chair; work group membership may include a variety of

individuals selected to represent specific constituencies or because of particular subject matter

expertise.

Initial work group efforts should focus on identifying and prioritizing most important objectives and

those that present the greatest opportunity for the short-term. We recommend that each work group

conduct initial meetings within the next 4 to 6 weeks in order to begin work. Continually monitor the

progress of the work groups to ensure alignment with the strategic plan. Ensure regular communication

and coordination between the work groups to avoid duplication of effort.

3. Monitor Progress: Reconvene the strategic planning steering committee at appropriate intervals

to review and integrate the tactics and metrics developed by working groups. Use these opportunities




as well for cascading communication to capitalize on the opportunity for the steering committee

members to share key messages about the strategic plan.

4. Stakeholder Engagement: Maintain interest of the faculty, staff and students who participated

in the planning process by developing a formal feedback process through which key stakeholders can

share ideas that can contribute to the success of the plan and its goals and identify ways in which they

can contribute the implementation of the plan.

5. Annual Evaluation: Annually evaluate the Strategic Planning objectives and tactics and make

adjustments as needed. Annually update stakeholders regarding implementation of the Strategic Plan.




Attachment A: UAB Online Education Strategic Plan

STRATEGIC PRIORITIES

Quality Curriculum University Success Student Success Faculty Success Enabling Technology

GOALS

Vanguard in the art and science of

online teaching and learning

Global leader in quality online education

A learning community of successful, online students who are engaged with the university,

the faculty and each other

World-class faculty who are inspired and professionally

fulfilled by teaching in an online environment

Cutting-edge campus technology and infrastructure

that ensures faculty and student success online

OBJECTIVES

A1. Clear, consistent university-wide practice guidelines and policies that address online quality issues including: o class size and student-faculty ratios o faculty expectations o accessibility of online course

content and delivery techniques o intellectual property rights for

online content A2. Online education content and delivery

aligned with SACS and Sloan, Quality Matters or other standards

A3. Effective and engaging faculty training to achieve high quality online education

A4. Processes for ongoing evaluation and assessment to assure quality in course content and teaching

B1. An epicenter of breakthrough knowledge creation to advance online education

B2: Innovative, sustainable business models providing revenue to the university and all academic units to support faculty in online teaching and research

B3. Strategic online program and enrollment growth

B4: Market-driven curricula provide relevant, real world educational opportunities for adult learners

B5. Innovative, global partnerships engaging both private and public sectors

C1. Equivalent access to university support services for online and face-to-face students

C2. Systems for authentication and verification of online students

C3. Enhanced universal design and compliance with the Americans with Disabilities Act

C4: A technology-enhanced, comprehensive approach to student retention.

C5. Online technology support and training for students

C6. UAB’s online offerings viewed as the preferred platform for lifelong learning

D1. Faculty-driven incentives and recognition strategies for online teaching

D2. Faculty evaluation measures aligned with online goals

D3. Seamless communication and coordination between faculty and online support resources

D4: One-on-one instructional design and online pedagogy support

D5. Strong mentorship and communities of practice programs for faculty

D6. Professional development support for online faculty

E1. State-of-the-art portfolio of reliable learning technology tools

E2. Streamlined and efficient administrative operations

E3. Effective and motivating technology training for faculty, staff and students

E4. User-friendly technology and systems to support online education

E5. Customer-centric integrated support service with central and local resources developed and implemented




Attachment B: Preliminary Implementation Tactics The following preliminary implementation tactics were gathered from the break out group session conversations at the Division of eLearning and Professional Studies strategic planning retreat held September 30, 2013. They are presented for use as a starting point in developing final plan tactics. Quality Curriculum

Include representatives from each School in development of practice guidelines

Identify best practices on campus (SON, SOB, SHP); tap into these resources to develop guidelines

Use “Quality Matters” peer review standards to define practice guidelines

Implement SAC quality standards

Develop mechanisms for faculty to provide feedback (success stories and lessons learned); cycle feedback to improve online and face-to-face education

Implement peer review

Review existing evaluation processes for online instruction; develop and implement continuous

improvement processes

University Success

Define roles and expectations for local and centralized resources.

Student Success

Consider impact on student debt load when developing pricing strategies for online courses and

programs

Identify the online education customer

Develop programs and courses that respond to and create specialized niches, including nationally and globally

Implement university-level market assessment and gap analysis

Develop specialized marketing messages to support online education

Monitor which students (now and in the future) are on campus and which are online

Have a summit of successful online models and find commonalities

Develop clear, consistent financial model

Elicit frequent, regular student feedback about their online experience to support continuous improvement

Develop proactive risk tracking services to reduce online attrition

Identify potential predictors of success for online students

Develop benchmarks for student performance

Develop mechanisms to nurture faculty / student relationship

Create strategies for promoting conversation among online students (not just students to faculty)

Develop mechanisms to get students on campus (for orientation, other events)

Develop mechanisms for student identification and authentication




Faculty Success

Develop core group of “super users” and formalized mentoring process

Enabling Technology

Complete analysis of LMS options

Provide online learning portal for students

Benchmark best practices in technology infrastructure and perform gap analysis

Improve wifi access on campus

Consider bumping up GB capacity

Offer faculty an opportunity to develop courses in a supportive setting (example: intensive “boot camp” week)

Create “innovation depot” for online strategies

Develop mechanisms that allow faculty to observe each other teaching

Develop digital repository of information, content, best practice that can be accessed by all faculty

Assess number and type of personnel needed to support IT infrastructure and provide IT support

Develop strategies to help faculty identify courses that can be successfully delivered online

Use academic affairs / curriculum committees to access faculty and build buy-in

Delineate roles and responsibilities of faculty, adjuncts, instructional designers, TA’s, administrative, etc.

Allow faculty flexibility for where online teaching is done

Develop evaluation guidelines for online instruction that mirror face-to-face evaluation as much as possible




Attachment C: Preliminary Metrics The following preliminary metrics were gathered from the break out group session conversations at the Division of eLearning and Professional Studies strategic planning retreat held September 30, 2013. They are presented for use as a starting point in developing final plan tactics. Quality Curriculum

Recognition by accrediting bodies

Recognition by Sloan and Quality Matters

Program rankings

Student satisfaction surveys

Peer-to-peer evaluations

Presidential awards

University Success

Online headcount and enrollment (totally online and hybrid)

Net revenue

Funds distributed to faculty for online teaching incentive grants

Research seed grants for promising pilot studies in the neuroscience of learning

Quantity and quality of international partnerships

UAB online appearance in news and consumer publications globally

Student Success

Retention and graduation rates

Job and internship placement

Career progression

Students become donors to UAB

Post-graduation employer surveys (or mid-curriculum)

Faculty Success

Faculty satisfaction

Faculty response time

Peer evaluation scores

Online faculty publications

Research and other educational funding

Faculty develop innovative products

IDEA scores

Faculty recognized as leaders in online education

UAB hires faculty with online degrees

Faculty develop proprietary programming




Enabling Technology

Number and frequency of technology glitches

Use of best technologies

Technology accessibility

Library accessibility

Availability of 24/7 tech support; technology support response time

System administrator training is the norm (participation rates)

Technology changes/ updates are seamless




Attachment D: Letter from the President and Provost




Attachment E: Steering Committee Member Roster

Name Affiliation

Robert Palazzo Dean, CAS

Eric Jack Dean, Business

Hughes Evans Sr Associate Dean, Medical Education

Jackie Moss Chair and Asst Dean, Nursing; Steering Committee Chair

Donna Slovensky Associate Dean, Academic and Student Affairs, SHP

Ken Tilashalski Associate Dean, Academic Affairs, Dentistry

Betty Nelson Associate Professor, Education

Dan Murphy Graduate Student and Instructional Design Manager

Hassan Moore Assistant Professor, Mechanical Engineering

Samika Williams Director, CME

David Yother Director, Instructional Technology

Elizabeth Fisher President, Instructional Design Consortium

Martha Bidez Professor and Director, Executive Division of eLPS




Attachment F: Stakeholder Engagement Participants

INTERVIEW LIST

Name Affiliation

1 *Robert Palazzo Dean, A & S

2 *Iwan Alexander Dean, Engineering

3 *Eric Jack Dean, Business

4 Harold Jones Dean, Health Professions

5 Anupam Agarwal Interim Dean, Medicine

6 Doreen Harper Dean, Nursing

7 *Michael Reddy Dean, Dentistry

8 Deborah Voltz Dean, Education

9 Rodney Nowakowski Dean, Optometry

10 *Max Michael Dean, Public Health

11 Ray Watts President

12 Linda Lucas Provost

13 Doug Rigney Interim VP, Information Technology

14 Shirley Salloway-Kahn VP, Development, Alumni & External Relations

15 Harlan Sands Vice Provost for Administration

16 Brent Gage Associate Provost for Enrollment Management

17 Jonathan Waugh, Ronan O'Beirne Co-Directors, Center for Teaching and Learning

*These Deans had additional representatives from their schools joining the interview, such as Associate

Deans, Program Directors, Instructional Design Mangers and Faculty.

FOCUS GROUP LIST

Contact Name Affiliation

1 Elizabeth Fisher Instructional Designers Consortium

2 John Mayer & Suzanne Austin APRC (Undergrad Academic Program Review)

3 Bryan Noe & Jeff Engler ADCOM (Graduate Council Advisory Committee)




Attachment G: Strategic Planning Retreat Invitation List LAST NAME FIRST NAME REPRESENTING

Alexander Iwan School of Engineering

Ball Karlene College of A&S, Chair, Psychology

Benjamin Joe School of Optometry, Associate Dean

Bidez Martha Steering Committee

Boyar Scott School of Business, Associate Professor

Callahan Dale School of Engineering, Professor

Carlito Delores Sterne Representative

Clair Jeffrey eLPS Advisory Committee

Clark Diane School of Health Professions, Program Director

Danielou Catherine eLPS Advisory Committee

Eberhardt Alan School of Engineering, Associate Dean

Epps Chad Professor, Health Professions

Felton Courtney School of Public Health, Instructional Designer

Fisher Elizabeth Steering Committee

Ford Channing Program Director, Medicine

Fouad Fouad eLPS Advisory Committee

Fullard Roderick eLPS Advisory Committee

Gage Brent Associate Provost for Enrollment

Galvin Melissa School of Public Health, Associate Dean Garrie Bob School of Helath Professions, Professor

Gao Yi School of Engineering, Assistant Professor

Gilmer Dianne School of Engineering, Instructor

Graveline Jeff Sterne Representative

Hartig JR Vice-Chair of Med Edu

Hettich Dana Sterne Rep

Hitchcock Bill School of Engineering, Professor

Hodges Ashley School of Nursing, Professor

Hopkins Maria eLPS Advisory Committee

Janowski Gregg Assoc. Provost for Assessment & Accreditation

Johnson Cheryl eLPS Advisory Committee

Kleinstein Bob School of Optometry, Chair

Maples Elizabeth eLPS Advisory Committee

Martin Eric eLPS Advisory Committee

Mayer John Professor, Mathematics

Meadows Lee School of Education, Professor

Menear Kristi School of Education, Chair, Human Studies

Mitchell Nicole Reference Librarian, Lister Hill

Moneyham Linda School of Nursing, Sr. Associate Dean

Moss Jackie Steering Committee

Munchus George Professor, Graduate School of Management


mailto:[email protected]



Murphy Dan Steering Committee

Nelson Betty Steering Committee

O'Beirne Ronan Instructional Technology Director for CTL

Palazzo Bob Steering Committee

Paustian Pamela eLPS Advisory Committee

Randall David UAB Health System Development team

Rios Gabe Lister Hill, Deputy Director

Robinson Michelle School of Dentristry, Professor

Rosenow Brian School of Optometry, Director, Systems and Operations

Safford Monika School of Medicine, Professor

Savage Grant eLPS Advisory Committee

Savage Arline School of Business, Professor

Schnormeier Kim College of A&S, Associate Dean

Schwebel David College of A&S, Associate Dean

Shaneyfelt Terry School of Medicine, Professor

Slovensky Donna Steering Committee

Somerall D’Ann Wilson School of Nursing, Professor

Stephens Jerry Library Director – Sterne

Tanik Murat School of Engineering, Chair, Electrical

Engineering

Waugh Jonathan eLPS Advisory Committee

Williams Samika Steering Committee

Wingo Nancy School of Nursing, Project Analyst

Yother David Steering Committee

Lucas Linda Provost

Reburn Lisa Division of eLPS

Helms Cynthia Division of eLPS

Elgin Lynn Clarus Consulting Group

Kornmeier Kay Clarus Consulting Group

McCullough Kristie Clarus Consulting Group

Phillips Candace Clarus Consulting Group

Walther Alice Clarus Consulting Group




Attachment H: Strategic Planning Retreat Agenda

Online Education: Strategic Planning Retreat

A G E N D A

Monday, September 30, 2013

Alumni House

8:00am – 5:00pm

B R E A K F A S T

Welcome by Dr. Linda Lucas and Dr. Martha Bidez

Stakeholder Feedback Presentation

Stakeholder surveys

Stakeholder interviews

Strategic Priority Areas Break-Out Groups

L U N C H

Strategic Priority Areas Break-Out Groups

Strategic Priority Wrap Up and Report Out

Communication Strategy

Next Steps


Documents

UAB Online Strategic plan · UAB ONLINE STRATEGIC PLAN ... Strategic online program and enrollment growth ... student success online OBJECTIVES A1. Clear,