UAB ONLINE STRATEGIC PLAN

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Clarus Consulting Group www.clarusgroup.net

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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 (205) 254-0129

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Clarus Consulting Group www.clarusgroup.net 1

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

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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

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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

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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

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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

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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.

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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

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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

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 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

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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

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 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

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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

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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)

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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

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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

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UAB ONLINE STRATEGIC PLAN

UAB ONLINE

STRATEGIC PLAN

Division of eLearning and Professional Studies

October 2013

Summary Report

Contents

Overview

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

strategic planning process for UAB online education

Strategic Priorities

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

Strategic Priority 2: University Success

Strategic Goal:

Global leader in quality online education

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

Strategic Priority 4: Faculty Success

Strategic Goal:

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

an online environment

Strategic Priority 5: Enabling Technology

Strategic Goal:

Cutting-edge campus technology and infrastructure that ensures faculty and

student success online

Consultant Recommendations

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

Attachment B: Preliminary Implementation Tactics

Attachment C: Preliminary Metrics

Attachment E: Steering Committee Member Roster

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