2008 adobe systems incorporated. all rights reserved. developing an elearning strategy at a nigerian...

2008 Adobe Systems Incorporated. All Rights Reserved.

Developing an eLearning Strategy at a Nigerian University

By

Jerome Terpase Dooga, Christopher Tony O. Akinmade, and Patricia M. Lar

University of Jos


Outline

Why an Institutional Strategy?A Shot an an eLearning StrategySetting the Stage for a Stakeholder-grown eLearning StrategyMobilization: The Politics BeginsConsultations: A Delicate Political ProcessOutcomes/Lessons Learned

Large classes, Pedagogically underprepared instructors


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Why an Institutional Strategy?

1. An institutional eLearning Strategy provides a roadmap of action for the institution. If provides a sense of focus and direction and spells out clearly what needs to be done, who will do it, when it must be done and why it needs to be done.

2. ICT infrastructure requires major financial commitments and investment.

3. Such investment is best done through a well articulated institutional policy and strategy.

4. It fosters an appropriate allocation of resources, determines staffing issues including the levels and amount of training that is required as well as faculty roles as well as addressing sustainability issues.


A Shot at an eLearning Strategy

In May, 2008, the Vice Chancellor set up a 13 man committee to develop an eLearning Strategy. The Committee submitted its report in September 2008. But the strategy could not be implemented for the following reasons:

It did not actively involve strategic stakeholders, such as faculties and departments and therefore was unknown to them.

It was viewed as an imposition from the top down

It failed to address key concerns of academic staff, such as recognition/reward for engaging in eLearning.

It did not adequately address the issue of sustainability.


Setting the Stage for a Stakeholder-grown eLearning Strategy

Contracted an

external consultant

as facilitator

A planning committee of 3

persons

was set up to

coordinate the entire process

Obtained the approval of

the Vice Chancellor


Mobilization: The Politics Begins

In our context, the one who sends out the invitations for this kind of meeting is important.

The Deputy Vice Chancellor Academic sent out the memo

It also affects who will attend in person and how the outcomes are received


Consultations

There were separate meetings for each group of stakeholders, namely:

University top Management

Deans of Academic Faculties

Heads of Academic Departments

The ICT Directorate and

Representatives of Students


What Was Discussed

AGENDA

With Management

To obtain an understanding of the management control framework for eLearning project implementation

To learn from select best practices and standards and inform the University’s vision, mission and key strategic objectives as they relate to eLearning

To participate in collective strategic vision formulation for the eLearning project

1. 2. 3.

Discussions framed around 3 major

dynamicsICT to be

structured to support eLearning

An eLearnig Unit to be set up under the oversight of the Vice

Chancellor


AGENDA (cont. . . .)

With all the other groups

To breakdown the agreed upon vision into strategic action plan items that can be implemented by the department aligned to the overall vision

To carry out a SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis on each department as part of current state assessment understanding the current preparedness to implement an elearning function

To carry out a gap analysis identifying requirements to meet the strategic objectives and future state as defined

To develop a departmental plan of action and budget to achieve targets within five (5) years


Outcomes

The following were defined as strategic objectives of the plan:

Establishment of eLearning function: Establish an eLearning Directorate, under the office of the Vice Chancellor (with a timeline provided)

Online programs: To produce till completion at least 2 complete programs per faculty which are available online with appropriate interactivity, having been quality assured and in a state where they can be offered as distance learning programs (with 3 years)

Accessibility and Flexibility: To provide relevant online presence through good infrastructure, interactive content packaged in different accessible form and a powerful web portal.

Relevance: To design market driven courses that meet the needs of industry stakeholders by market analysis and frequently updated and relevant content


Outcomes (cont. . .)

Technology: To use technology and support services so that learners will have high reliability services in terms of adequate bandwidth and minimal downtimes with high response times

Human Resource Objective: To ensure that 450 lecturers across the University have been trained on eLearning and content development technologies for the next three (3) years. The human resource function would also ensure that appropriate training has been offered to technical back office staff and multimedia content designers.

For key strategic highlights and timescales, see Appendix in Dropbox


Lessons Learned

Key Lessons include:

Developing a stakeholder-driven eLearning Strategy is a political process. It’s main strength is that it ensures a buy-in by all and compliance in implementation.

It eliminates, or at least reduces the risk of making false assumptions about the needs, strengths, weaknesses and priorities of faculty, students and other stakeholders.

It creates in participants a real sense of working together to achieve a common goal.

Consultation helps to save cost by forging collaboration among units. It also saves cost because it helps those with limited knowledge to be educated and thus make more informed technology choices consistent with contextual needs.


Conclusion

An eLearning Strategy is one key way of committing administration to support elearning. It defines a clear path and focus for implementation and therefore makes strategic planning easier. It can also be a basis for seeking further grants.

Finally, for HEIs in Africa, like many parts of the world, eLearning is still something on the fringes. The earlier a strategy is developed, the easier it will be for elearning to thrive. It will also prevent or at least reduce the needless cost that could be expended.


End

2008 adobe systems incorporated. all rights reserved. developing an elearning strategy at a nigerian...

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