1. 1 A Change Model for Building and Maintaining a Successful Campus DE Strategy A. Darryl Davis  January 28, 2003 This work is the intellectual property of the author. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author.

2. 2 DEEAB Distance and Extension Education Advisory Board Campus Committee Established to Respond to UNC DE Initiative 1997-1998

3. 3 DEEAB Vision Statement The Strategic Directions Subcommittee of DEEAB recommends East Carolina University adopt the following principles as guidelines in developing programs for distance education delivery.  That East Carolina University focuses on delivering complete programs as opposed to random courses.  That East Carolina University becomes strategic in deciding which programs are offered to our off-campus markets.

4. 4 DEEAB Vision Statement (Continued) Only Signature programs are offered to our off-campus markets Signature programs are defined as those programs that are rarely found on other campuses or are truly outstanding beyond that normally found on other campuses in a specified market area The programs MUST address specific needs for identifiable market groups The programs may include degree programs, certificate programs, or an organized collection of courses that meet specific market needs (e.g. preparatory courses for professional licensure or certification) A quantifiable needs survey or analysis MUST be conducted of the identifiable market group verifying the need and potential enrollment for the off-campus program prior to distance education delivery

5. 5 Desired Programmatic Outcomes Expand enrollment of student populations that could not otherwise access university-level educational programs Develop and deliver educational programs that address critical societal needs Maintain outstanding quality in all programs Enhance existing academic programs through innovation

6. 6 Other Desired Outcomes Maintain and build upon ECU’s leadership position in DE productivity and innovation Enhance the image of the university as a major contributor in responding to the critical needs of the UNC System, region and state Provide appropriate funding and support for DE and IT for the campus community

7. 7 Today’s Situation East Carolina University offers 27 degree and certificate programs for distance learners with five additional programs under development Chancellor Muse has challenged the university community to continue to aggressively expand DE programs and IT supported campus programs East Carolina University is recognized as a leader in distance education in UNC System

8. 8 East Carolina University’s DE programs bring vital funding  DE produces approximately 90 faculty positions and $16+ million based on UNC Funding Matrix  DE funding underwrites the entire cost of the Blackboard CMS and Portal as well as other GIS functions/positions  DE funding underwrites more than 50% of the cost of campus Instructional Technology Consultants  DE funding has been used to support staffing and avoid budget related layoffs in critical support offices Today’s Situation (continued)

9. 9 How Did We Get Here? East Carolina University’s faculty have been actively committed to serving distance learners for more than 50 years A distributed funding model (decentralized) has been provided for academic units to support their distance education programs Evolving societal needs have served to spur rapid growth in demand for programs to serve non traditional students Technological advancements have provided opportunities to improve delivery of and access to educational programs

10. 10 UNC Central Support UNC Office of the President worked with legislature to develop critical funding model for DE UNC TLTC and centralized purchasing agreements have provided critical support and economies of scale UNC Office of the President has seeded development through targeted initiatives and proposal processes UNC Office of the President has streamlined program development and approval processes

11. 11 The ECU DE Model Programs are developed and controlled by the faculty and administration of the academic unit.  Faculty and administration recognize critical student needs  Faculty and administrators draw upon their knowledge of clientele and employers to build program models and define student population  Faculty and administrators are supported in developing strategies to deliver programs in an efficient and effective manner Academic units are allocated DE budgets that they control The university provides critical central support

12. 12 Factors Critical to Maintaining and Expanding Programs Adequate funding and support UNC Administrative support, leadership, and strategic planning UNC funding matrix to provide funds and distribution model for academic and support units Clearly defined program development processes Campus technology network to provide critical infrastructure Faculty development and support services to support specific programs and strategies Centralized support for advertising, student support, cashiering, and technology

13. 13 DE Planning Model Conceptual Phase Campus Approval Process UNC – SACS Notification(?) and Approval Process Delivery, Assessment & Refinement Campus Development and Support Services Permission to Plan

14. 14 Conceptual Phase – Who May Be Involved? Faculty Unit Administrators Provost’s Office Continuing Studies Selected Administrative/Support Staff  Instructional Technology  Information Technology UNC Office of the President (priorities, special initiatives and approval processes)

15. 15 Conceptual Phase – What is Involved? Building agreement  Determination of need for program and appropriate fit with University and UNC mission  Identification of appropriate student population  Identification of program delivery/support strategies  Development of a sustainable funding model Action  Proceed with planning/development and processes  Hold for further consideration/development

16. 16 Campus Approval Process Faculty and unit administrators form curriculum/program development team to prepare proposals Administrative and support staff collaborate with academic unit to build a conceptual model for the program Continuing Studies and Vice Chancellor’s office provide support for completing documents related to UNC and SACS planning/notification requirements (must notify of intent to plan) Proposals are submitted to appropriate departmental, school (or college), and ECU committees. Proposals forwarded to ECU administration for approval

17. 17 Proposals Forwarded to UNC Notification of intent to plan (should be filed prior to serious investment of local effort) Complete appendix F of UNC Administrative Requirements Document need Enrollment projections Funding UNC Office of the President will issue notice of approval

18. 18 Pressing On – Future Priorities Improve utilization of DE resources  Fill critical faculty positions  Develop (academic unit) support programs for mature programs  Survive state budget cirisis Stimulate expansion of enrollment in critical areas (particularly in response to UNC priorities) Seed development of new programs Target selected high-profile opportunities to foster innovation Improve utilization of technology to support campus community