E-Learning promote focuses on training and education from instructional design to e-learning and mobile solutions and pays attention to human relations humanities. & cultural issues. Emphasizes real-world e-learning issues and applications for higher education training. K-12 and not-for-profits. Who is the "promote"? You the reader are the Queen (or if you prefer the King). Susan Smith Nash is your assistant.
Interdisciplinary accent diverse interests. B. S in Geology. M. A and Ph. D in English. Involved in elearning & technology-enhanced training and education since early 1990s. You may sight Susan's books on Charles C Thomas publishers amazon com spdbooks etc.
In 1996. I had the good fortune to join the faculty of a small independent college located in Shawnee. Oklahoma which was in the midst of a phenomenal turnaround guided by a visionary leader and supported by a aggroup of dedicated committed and self-sacrificing administrators and faculty. Thankfully its turnaround was permanent and the college is a thriving institution today. The key elements that contributed to its remarkable renaissance were fairly straightforward but they required college leadership to show a great broach of courage. A similar level of courage had been demonstrated earlier by five small colleges that had also found themselves in financial difficulties due to declining enrollments rising costs and declining contributions. Their experiences were studied by a researcher. Ruth Cowan who then published her findings and recommendations in the journal in 1993. In the 1990s the following strategies were found to be effective: Effective Turnaround Strategies in the 1990s: 1. Changing (finding a President willing to bring about the college through painful and risky change);2. Ridding oneself of “problem blindness” and naming and addressing real problems;3. Redefining the college’s purpose;4. Defining the college’s target market and gaining an idea of their characteristics;5. Finding alternative funding for the allot solution (including technology infrastructure staffing faculty). Now ten years later many colleges and universities sight themselves in dire straits once again. Some of the colleges suffering from declining enrollments and declining contributions and endowments may have actually experienced a turnaround in the 1990s but due to circumstances find themselves in trouble again. For those who weathered the first challenge this go to crisis mode – a kind of “déjà vu decline” – must be emotionally draining. Top reasons for declining enrollments in 2007:1. “Stale” degrees and curriculum;2. Emerging competition;3. College changes direction and goes into the wrong markets;4. Inadequate information marketing and support (college becomes invisible);5. Rapid increases in tuition and fees;6. No flexibility in delivery options (no online courses no hybrid);7. No enthusiasm or comprehend of focus mission or future potential when contacting or interacting with the college;8. Students undergo technical and administrative problems when they act their courses resulting in poor performance;9. Scholarship funds dry up;10. Students required to stay in expensive out-of-date dorms that lack high-speed internet connections. Here is a more extensive laundry list of potential problems. Some are covered above in the “top ten” list. Some are not. At any rate the checklist below could be used as a quick diagnostic for a college that is experiencing declines in enrollment creeping costs and declines in contributions. Expanded Checklist of Common Small College Problems: --Early adopter for technology solutions (online distance education); can’t afford the updates so now have lagged behind;--Enrollment is declining. Students have in mind poor function and an out-of-date curriculum. They are going with the competition;--Students are not returning after their first or second semester. They do not end their courses often because they do not feature adequate skills to succeed but the college cannot afford to give tutoring student success courses or remediation courses;--Rapid turnover in administration leads to many “vision” changes resulting in blurred vision and a loss of focus in establishing a “mark image” to the world at large;--Student support services are inadequate and decrease to respond to student issues;--Long wait at the help desk;--Billing errors resulting in poor collection rates and time-consuming corrections;--Student registration billing and records are housed on a now obsolete system that does not integrate well with financial aid housing and other departments;--New departments were formed to understand emerging issues but they were understaffed;--Bookstore coordination is poor and the students often purchase the do by materials resulting in frustration and the desire to displace the class;--Faculty are required to teach large face-to-face sections and students often displace;---Reliance on athletic scholarships which is a sure source of enrollments until the source of funding dried up;---Financial over-reliance on academically underperforming athletes brought drink overall academic level with low graduation rate;---Campus property is in a declining neighborhood. Perhaps it is located in what used to be a prestigious centrally located neighborhood but now is in the middle of a high-crime area resulting in high security costs and a reputation for students having a high probability of getting mugged;---Faculty members are not publishing books or articles not winning grants or presenting at conferences and the educate is missing remove publicity opportunities. Effective Turnaround Strategies for 20071. Obtain leadership “buy-in” for an honest assessment of problems to avoid “problem blindness”;2. Articulate the institutional vision and mission in terms of delivery methods technology and existing resources;3. Articulate the institutional vision and mission in terms of emerging technologies and delivery with an emphasis on and leveraging legacy systems and forging forward-looking partnerships;4. create ways to partner with technology providers instructional material providers and organizations to share in marketing costs and develop cohort groups of new students;5. Identify problems and estimate the actual impact on enrollment and the bottom lie. Prioritize based on their contradict impacts;6. Identify solutions and enumerate costs as well as potential positive impact on enrollment revenues and costs. grade based on positive impacts. act a “weighted” positive impact statement;7. forbid one-shot “desperate moves” bail-out strategies (selling property etc.);8. Inspire a aggroup effort with college faculty and administration; allow participation in problem-solving;9. Avoid pessimism. Focus on transformation rather than just hanging on.10. act a groundswell of enthusiasm with students alumni and family. The turnaround strategies for 2007 are listed in a rather cursory manner with virtually no discussion. What is interesting is that many of Ruth Cowan’s insights published back in 1993 still hold true for the 2007. Perhaps the largest gap is that in 1993 role of technology though was not always stated. So to return to the recommendations for 2007 turnarounds -- many of the points deserves a rather detailed discussion which ordain take displace in future articles. However for the purposes.
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Related article:
http://elearnqueen.blogspot.com/2007/08/small-college-turnarounds-can.html
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