1. An eStrategy for Universities & Colleges
Richard Spencer
Executive Director, eBusiness ITServices
University of British Columbia Vancouver, BC Canada
Intro:
My background, faculty, registrar, ebusiness
North American perspective
I will say something about eLearning, but I am not an expert
I hope I can use terminology which isn’t too confusing. I believe what we call a program you call a course, and what we call a course you call a subject or module.
PORTALS 2002: An institutional imperative

2. The University of British Columbia
located in Vancouver, BC, Canada
37,000 students
many on-line services, 100% web registration
3000 faculty and research staff
6000 other staff
Campus is 402 hectares = 993 acres
25,000 uPortal users, 15,000/day
an eStrategy

3. Goals of universities & colleges
learning and development
scholarship and discovery of knowledge
transmission of knowledge
community engagement
We have to remember that the role of administrators and administrative departments, including IT departments, is to support these goals.
intellectual activity is the means of production
faculty and students are the key
an eStrategy

4. Faculty and students need:
more time
fewer administrative tasks
less time and effort on remaining tasks
better use of time
tools to support learning & research
better service and support
improved morale
To be more effective at achieving these strategic goals, faculty and students need.....
time & tools for learning and scholarship
an eStrategy

5. Support staff need: less time spent on processes
Web self-service for customers
improved processes (work flow)
tools to support customer service
client relationship management (CRM)
shared information and knowledge
knowledge management (KM)
more time for value added work
an eStrategy

6. Opportunity
If we use Internet and Web technologies, and radically improve our administrative processes, we can:
cut the time to complete key university processes
improve service
give students, faculty and staff tools and time they can use to learn, teach and work better.
an eStrategy

7. eStrategy vision
Enable a new eBusiness and eLearning environment that:
supports the University’s strategic goals
is simple, efficient and saves people time
welcomes, values and respects the end-user
is flexible, personalized, and anticipates needs
an eStrategy

8. eStrategy components
an eStrategy

9. Achieving the vision We need: a sense of urgency a guiding coalition
a vision and strategy
communication
short term wins
consolidation and more change
empowerment to act
support for change
J Kotter “Leading Change”
“Ability to act” is Kotter’s “empowered to act”
We also need to support staff through change
“hard work and nerve” - UBC President
“revolution, not evolution” - UBC VP Academic
an eStrategy

10. eBusiness
“ The transformation of key business processes through the use of Internet technologies.”
an eStrategy

11. Paper based processes paper forms – in person delivery of information
it is difficult to share information
information is duplicated
processes are complex and slow
staff are responsible for processing paper
file storage shaped our organizations
information is duplicated
we ask the same things many times
These are “institution facing”
computer systems began to change this…
an eStrategy

12. the Web is a disruptive technology
browsers - a universal interface
connect to information from anywhere
Web applications
access processes from anywhere
end users can enter data into systems
Web services
loosely coupled systems
a fully distributed systems environment
Def: any piece of software that makes itself available over the Internet and uses a standard XML messaging system”
Web services are well suited to use in a university
- XML messaging and internet protocols make it relatively easy for applications to communicate
- we can do discovery off line
- we can run them behind the firewall for security
Web applications are “customer facing”
the Web is a disruptive technology
an eStrategy

13. The old service model: students:
“here is our Calendar, you plan your program”
“you must know and understand all the rules”
faculty:
“this is too complicated for them to do”
“if we let them do it, they will get it wrong - then we’ll have to fix it”
support staff focused on the institution
assumed they had to do all the work
an eStrategy

14. “it is your responsibility....”
an eStrategy

15. The new service model: students:
“how can we help you achieve your goals?”
“we’ll make sure your program meets our requirements”
faculty:
“what are you responsible for?”
“how can we help you with these?”
“we’ll give you the support you need”
Faculty
- “we’ll give you the support you need”
we will do this even if we have to deliver information and services from multiple systems and departments
focus on the customer’s needs
an eStrategy

16. Our customers want: real time service anywhere, anytime
not to be asked for things we already know
the information they need, when they need it
seamless service from multiple systems
zero stop shopping
our offices to disappear
simple, helpful, self service
in person help if they need it
an eStrategy

17. Our processes should: eliminate paper forms
keep all information on our systems
let the owner of the information enter it
apply any necessary rules
eliminate unnecessary approvals
complete in real time whenever possible
be highly scaleable
free staff do more value added work
an eStrategy

18. Business process redesign
Making radical improvements
case for action
end result
commitment to implement
facilitated redesign process
decide if design will produce the end result
if yes - implementation
redesign first, then choose technology
an eStrategy

19. BPR: payment of student fees
Currently
fees assessed for tuition, residence, meals, books, library fines, parking, telephone service, internet access, .....
each fee is paid to a separate office
credit cards are not accepted for tuition
some departments don’t accept on-line payment
on-line banking payment for tuition only
an eStrategy

20. * electronic funds transfer
Re-design
Consolidated billing and payment
use web services to allow students to see all amounts owed from a single web application
students can choose which fees to pay, how much to pay, and payment method
on-line payment by EFT* from any Canadian or US bank for any amount owed
refunds and payments to students will be paid using the same EFT process
* electronic funds transfer
an eStrategy

21. The role of the portal simple access to information & applications
login & run from anywhere, on any platform
authentication, authorization and single signon
personalization by the institution
customization by the user
consistent look and feel
a framework for presentation
Login from anywhere
- user preferences are stored centrally
- consistent look and feel
authentication, authorization, and single signon
- all applications use a common service
personalization by the institution
- present appropriate information and resources
- support workflow
make it easy for the customer
encourage identification with the institution
an eStrategy

22. Services in a channel an eStrategy
One problem we have been working on during the last year is delivering Student Services through the Portal to students. Now student services includes a large range of functions….and, if each of these was delivered as a separate channel through a Portal they would simply overwhelm the Portal. What was needed was to aggregate these services within a channel (and not as channels).I think what we ended up doing was building a little Portal within a Portal channel.
an eStrategy

23. Linked portals an eStrategy
One problem we have been working on during the last year is delivering Student Services through the Portal to students. Now student services includes a large range of functions….and, if each of these was delivered as a separate channel through a Portal they would simply overwhelm the Portal. What was needed was to aggregate these services within a channel (and not as channels).I think what we ended up doing was building a little Portal within a Portal channel.
an eStrategy

24. A great customer interface
make it easy for people
let people go back and change things
let them track the process
tell them when the process is complete
integrate information and services from multiple systems
no training required
keep it simple and consistent
an eStrategy

25. The green bar
an eStrategy

26. PRESS
THE
GREEN
BAR
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27. eLearning Some observations we offer students more than learning
traditional teaching models work well for many students and instructors
these models are under stress
traditional institutions cannot meet the world-wide need for higher education
“we offer students more than learning”
student development
issuing credentials
ranking and sorting students
“these models are under stress” as the need for higher education increases
it is time to think about productivity
an eStrategy

28. The in person learning model
earliest form of university learning
enhanced by printing press, books
proven to work over many centuries
instructors hand craft their material
each lecture is a new production
student/instructor ratio measures quality
tested and developed over many centuries
- student development can flourish
instructors hand craft their courses
-3 to 4 hours of preparation for 1 hour of teaching
each lecture is a new production
- good lectures are exciting and engaging
if student/instructor ratio measures quality
- productivity falls as quality increases
face to face teaching doesn’t scale
- more students need more teachers and space
we assume: more students per teacher -> lower quality
an eStrategy

29. An eLearning vision reusable learning objects
learning that adapts to learners’ needs
alternative models for in person support
credentials that reflect:
learners’ interests and goals
institutions’ knowledge, traditions and standards
effective use of all appropriate technologies
reusable learning objects
expensive to produce
high quality, low per-use cost
learning that adapts to learners’ needs
alternative models for in-person support
virtual and real communities of learners
credentials that reflect
learners’ interests and goals
institutions’ knowledge, traditions and standards
learning models that scale
increasing quality and productivity
more students meet their learning goals
an eStrategy

30. eStrategy challenges privacy & security
administration of distributed systems
technology
ensuring fast response
making the right choices
resources
money & people
connectivity
change
an eStrategy

31. Can we achieve our vision?
for centuries:
people knew heavier than air objects could fly
there were many attempts to build flying machines - all failed
the physical principles were known, but the technology did not exist
“Heavier than air flying machines are impossible”
Lord Kelvin, President, Royal Society, 1895
I would like you to think about the history of mans attempts to fly
Leornardo Da Vinci
Most unexpected of all, Leonardo developed the idea of the modern helicopter. Taking his inspiration from a Chinese toy, he designed an aerial structure that was meant to be rapidly whirled for bearing people aloft. Drawn in about 1500
Oville and Wilbur Wright, 1903
The most important flight ever made in a airplane lasted only 12 secs and covered a distance of 120 feet. We all know that the flyer was Orville Wright, who had developed the plane he called the Flyer with his brother Wilbur, and the year was The Wrights were not dreamers: they brought about a new age by systematic study of their subject and a series of carefully planned tests with gliders. Their practical thinking was matched by mans ability to carry out their thoughts; when they could not persuade any existing company to build them a light, powerful airplane motor, they built it themselves. And their feat of flying was so amazing that several years went by before many people really believed they had done it.
Daedalus 88 human powered aircraft shown on its last flight at Dryden Flight Research Centre, at Edwards California
The Daedalus 88 aircraft was the ship that flew the 199 km from the Iraklion Air Force Base on Crete in the Mediterranean Sea, to the island of Santorini in 3 hours, 54 minutes. In the process, the aircraft set new records in distance and endurance for a human powered aircraft.
an eStrategy

32. Can we achieve our vision?
for centuries:
people knew heavier than air objects could fly
there were many attempts to build flying machines - all failed
the physical principles were known, but the technology did not exist
I would like you to think about the history of mans attempts to fly
Leornardo Da Vinci
Most unexpected of all, Leonardo developed the idea of the modern helicopter. Taking his inspiration from a Chinese toy, he designed an aerial structure that was meant to be rapidly whirled for bearing people aloft. Drawn in about 1500
Oville and Wilbur Wright, 1903
The most important flight ever made in a airplane lasted only 12 secs and covered a distance of 120 feet. We all know that the flyer was Orville Wright, who had developed the plane he called the Flyer with his brother Wilbur, and the year was The Wrights were not dreamers: they brought about a new age by systematic study of their subject and a series of carefully planned tests with gliders. Their practical thinking was matched by mans ability to carry out their thoughts; when they could not persuade any existing company to build them a light, powerful airplane motor, they built it themselves. And their feat of flying was so amazing that several years went by before many people really believed they had done it.
Daedalus 88 human powered aircraft shown on its last flight at Dryden Flight Research Centre, at Edwards California
The Daedalus 88 aircraft was the ship that flew the 199 km from the Iraklion Air Force Base on Crete in the Mediterranean Sea, to the island of Santorini in 3 hours, 54 minutes. In the process, the aircraft set new records in distance and endurance for a human powered aircraft.
an eStrategy

33. Can we achieve our vision?
for centuries:
people knew heavier than air objects could fly
there were many attempts to build flying machines - all failed
the physical principles were known, but the technology did not exist
I would like you to think about the history of mans attempts to fly
Leornardo Da Vinci
Most unexpected of all, Leonardo developed the idea of the modern helicopter. Taking his inspiration from a Chinese toy, he designed an aerial structure that was meant to be rapidly whirled for bearing people aloft. Drawn in about 1500
Oville and Wilbur Wright, 1903
The most important flight ever made in a airplane lasted only 12 secs and covered a distance of 120 feet. We all know that the flyer was Orville Wright, who had developed the plane he called the Flyer with his brother Wilbur, and the year was The Wrights were not dreamers: they brought about a new age by systematic study of their subject and a series of carefully planned tests with gliders. Their practical thinking was matched by mans ability to carry out their thoughts; when they could not persuade any existing company to build them a light, powerful airplane motor, they built it themselves. And their feat of flying was so amazing that several years went by before many people really believed they had done it.
Daedalus 88 human powered aircraft shown on its last flight at Dryden Flight Research Centre, at Edwards California
The Daedalus 88 aircraft was the ship that flew the 199 km from the Iraklion Air Force Base on Crete in the Mediterranean Sea, to the island of Santorini in 3 hours, 54 minutes. In the process, the aircraft set new records in distance and endurance for a human powered aircraft.
an eStrategy

34. eStrategy: a vision we can achieve
an eStrategy