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

2008 Adobe Systems Incorporated. All Rights Reserved. Outline Why an Institutional Strategy? A Shot an an eLearning Strategy Setting the Stage for a Stakeholder-grown eLearning Strategy Mobilization: The Politics Begins Consultations: A Delicate Political Process Outcomes/Lessons Learned Large classes, Pedagogically underprepared instructors

2008 Adobe Systems Incorporated. All Rights Reserved. Creating an Adobe Presentation 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.

2008 Adobe Systems Incorporated. All Rights Reserved. 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 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.

2008 Adobe Systems Incorporated. All Rights Reserved. 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

2008 Adobe Systems Incorporated. All Rights Reserved. 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

2008 Adobe Systems Incorporated. All Rights Reserved. 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

2008 Adobe Systems Incorporated. All Rights Reserved. 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 Discussions framed around 3 major dynamics ICT to be structured to support eLearning An eLearnig Unit to be set up under the oversight of the Vice Chancellor

2008 Adobe Systems Incorporated. All Rights Reserved. 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

2008 Adobe Systems Incorporated. All Rights Reserved. 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

2008 Adobe Systems Incorporated. All Rights Reserved. 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

2008 Adobe Systems Incorporated. All Rights Reserved. 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.

2008 Adobe Systems Incorporated. All Rights Reserved. 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.

2008 Adobe Systems Incorporated. All Rights Reserved. End