Description
Online education is changing the way we think about education and the experiences of our students and faculty. This presentation shares the experience of an institution that was wholly transformed by online education. When many of us first entered into online education the question was whether the education provided face-to-face could translate well online. Then, the conversation changed to how online education was different from the traditional classroom and how we may best deliver a quality education online using the unique features of the medium. Here I will outline a university transformation that was led by its online programs, not only in generating new revenue but in changing the culture, curriculum, staff and faculty training, policies, processes, and systems at the University. In this dramatic case the question was not, "how could online learning be more like the traditional classroom?" rather the question was, "what could we learn from delivering excellent online education that could transform the traditional programs at the University?"
Goals
The purpose of this presentation is to share with the wider academic community how one small University in Connecticut transformed itself through its online learning organization. What Post learned may be helpful for those wishing to be change agents in their universities. The different sort of thinking that took place may also inspire others the experiment and think differently about their institutions.
Context
Five years ago Post University was a small regional private university in jeopardy of closing. The previous ten years had seen a series of senior leaders come and go through a revolving door. Post had declining enrollments, difficult finances, a pessimistic campus culture, a dated curriculum and inconsistent educational experience for its students, and little attention paid to student outcomes or measurable success. The University had seen years of benign neglect that were resulting in layoffs, low morale, and a declining perception of quality amongst the Post community. The leadership of the institution recognized that significant changes would need to occur for the university's future to improve.
Problem
The University was in a critical financial, educational, and organizational crossroads in its history. How was the University going to change, grow, and build for its future? How could the University be transformed into a relevant and in-demand institution that meets the needs of the learner wherever they are? How could the online programs culture and systems be used to transform the entire institution?
Approach
Create a learning culture that is adaptable and accountable and led by a common ethos. Outline a principled, unified framework for the organization. Develop quality online programs; hire great people; redesign courses; continuously train faculty and staff; improve processes and policies; and create a culture of metrics, measurement, and accountability in the small but growing online education group at the University. Then, take what was learned there and apply what is relevant to the entire organization.
Results
Since then the University has experienced significant increases in its enrollments going from educating approximately 1000 students five years ago to more than 5000 students today.
Post is stable financially and growing rapidly.
The institution has revamped its curriculum to both be relevant and demonstrably outcomes oriented. Systems have been put in place and departments created to collect data and distribute the information to the community.
Post began offering master's degree programs in 2006. The programs have grown to more than 600 students.
Over 200 new faculty, staff, and managers have been added in just the last two years.
There have been significant improvements in areas of students support services, retention, academic advising and support, and technology.
All processes and policies at the University have been reviewed, written or edited, and staff and faculty trained. A training team has been put together in every unit to provide ongoing support to faculty and staff.
A student-focused culture has developed at Post, where all faculty, staff, and leaders at the institution are accountable for every student's success.
Online MBA Program received a 2009 Silver Innovation Award by the Connecticut Quality Improvement Award Partnership (Connecticut's Malcolm Baldridge National Quality Award for Performance Excellence).
