Categories
Practice

The Online Consortium of Oklahoma:  From Grassroots to Greatness

2023 WOW logo

Today we continue the 2023 WOW Awards series here on Frontiers!

If you missed the first post in our series, check out the post about RIOPACT from Rio Salado College.

This week, we’re joined by Brad Griffith, Associate Vice Chancellor of Innovation with the Oklahoma State Regents for Higher Education. Brad outlines the history of the Online Consortium of Oklahoma and how this group collaborates within the state to impact student success. Thank you Brad for today’s great post!

Enjoy the read,

Lindsey Downs, WCET


OCO logo

The role of online learning in postsecondary education has never been more crucial. For our state, the Online Consortium of Oklahoma (OCO) has evolved from a grassroots initiative to a model of what can be achieved when institutions come together to address the challenges and opportunities of digital education.  We are excited to dive into the key strategies and initiatives that have made OCO a success story, offering insights that could benefit other state systems of higher education or similar member-driven consortia.

OCO’s Grassroots

Founded in 2018, OCO was established to foster collaboration and innovation in online learning across Oklahoma. The consortium now collaborates with 26 member institutions, each contributing its unique strengths to create a robust and diverse body of resources and expertise. The collective aim is to enable all member institutions to provide high-quality, accessible, and flexible educational opportunities for students across the state.

Key Initiatives and Innovations

  • Council for Online Learning Excellence (COLE) – COLE consists of over 125 volunteer members serving across seven subcommittees dedicated to fostering professional development, learning innovations, and pathways to student success. OCO works in collaboration with COLE to constantly serve those teaching and supporting online learners, including through regular awarding of grant funding for special projects upon request by committees. 
  • Low-Cost and No-Cost Professional Development – OCO prioritizes the upskilling of faculty and staff through affordable professional development programs. This ensures that educators are well-equipped to deliver top-notch online instruction.
  • Technology and Project Pilots – OCO has offered grant funds to its member institutions to pilot new and innovative learning technologies in addition to serving as the initial incubator for projects, including those focused on Open Educational Resources (OER), which have secured ongoing funding support from the State Regents.
several students working in a computer lab.
Photo by Sigmund on Unsplash
  • Group Purchasing for Technology – By leveraging the collective bargaining power of its members, OCO has been able to secure cost-effective deals on essential educational technology, passing the savings onto students.
  • Collaborative User Groups – OCO facilitates the creation of user groups focused on common online learning platforms and student success initiatives. These groups serve as think tanks for sharing best practices and troubleshooting challenges.
  • Annual Summits – OCO supports our system’s annual OER Summit and Learning Innovations Summit hybrid events, which offer a platform for educators, administrators, and other stakeholders to share insights, discuss trends, and explore new opportunities in online education.

Check Out Our Resources at OCOlearnOK.org

In September 2020, OCO, in collaboration with the Oklahoma State Regents for Higher Education, launched OCOlearnOK.org. This platform serves as a one-stop-shop for resources related to online education, including OER, digital accessibility guides, and an extensive library of on-demand webinars. It also features a calendar of upcoming professional development events and new digital credentialing opportunities.

The Role of Leadership

OCO’s membership dues enabled the State Regents to hire a full-time staff member to serve the consortium in October 2019.  Support from the state level has been essential for the success of the Consortium, particularly in communication of the value of online learning to key stakeholders. In July 2023, OSRHE established a new Associate Vice Chancellor of Innovation position. In this role and with my team, we are responsible for helping the consortium set and achieve its goals. The vision and commitment of OCO’s members have accelerated the quality, capacity, and scope of online learning in Oklahoma.

Lessons for Other Consortia

several people sitting at a table
Photo by Dylan Gillis on Unsplash
  • Collaboration is Key – The power of collective effort cannot be overstated. Pooling resources and expertise, particularly among institutions of diverse sizes and student demographics, leads to more significant impact.
  • Stay Adaptable – The landscape of online education is constantly changing. Being flexible and open to new technologies and methodologies is essential.
  • Invest in Professional Development – Well-trained faculty and professional staff are the backbone of any successful online program.  Develop expertise from within your own collaborative and support those new to their roles at institutions across your network.
  • Engage Stakeholders – Regular communication with all stakeholders, including regents, legislators, presidents, academic and technology officers, faculty, administrators, and students, ensures that everyone is aligned with the consortium’s goals and aware of its progress.

Conclusion

The Online Consortium of Oklahoma serves as an adaptable model of what can be achieved through collaborative effort and visionary leadership. As we continue to innovate and expand, we are deeply honored to have been recognized by the WCET community with the 2023 Outstanding Work Award. This accolade holds special significance for us, coming from a community that has been instrumental in supporting our journey toward achieving the outcomes described in this post. We extend our heartfelt gratitude to WCET and its members for this recognition and for their ongoing commitment to advancing the quality and reach of digital learning programs. Together, we continue to define new benchmarks and create transformative educational experiences for every learner.


Categories
Practice

Championing Academic Integrity in the Age of AI: The International Day of Action for Academic Integrity

This month, WCET selected Academic Integrity as our focus area theme. I always associate October with academic integrity because of the International Center for Academic Integrity’s (ICAI) International Day Against Contract Cheating – which, this year, is being re-framed as the International Day of Action for Academic Integrity. And the day sure has a great theme narrowing down how to be a champion for academic integrity in the age of artificial intelligence (AI).

There are all kinds of events happening today, October 18th. That’s why I’m so thrilled to welcome Camilla Roberts who serves as the President of the ICAI to discuss the inspiration for today’s event and how you can participate. Thank you Camilla for joining us and sharing all of the details for this important day. I hope you will get involved in anyway you can, we’ll be sharing our thoughts on our social media using #IDOA2023, #excelwithintegrity, and #myownwork.

Enjoy the read,

Lindsey Downs, WCET


We are currently in a world of change and education is not hidden from these changes. While technological advancements (including artificial intelligence (AI)) have opened new possibilities for students and educators, it has also given rise to challenges in upholding academic honesty.

In this context, the International Center for Academic Integrity’s (ICAI) annual International Day of Action for Academic Integrity (IDoA) emerges as a critical event that sheds light on the importance of academic integrity in the age of AI.

quote box - We are currently in a world of change and education is not hidden from these changes.  Camilla Roberts.

The International Day of Action for Academic Integrity is an annual event celebrated worldwide, dedicated to promoting and preserving the fundamental values of academic integrity. The event encourages educators, students, and institutions to collaborate and champion academic integrity. This year’s event is co-chaired by Mary Davis from Oxford Brookes University, UK and Rachel Gorjup from University of Toronto, Mississauga, Canada with committee members from 7 countries.

One of the primary objectives of this year’s IDoA is to raise awareness about the importance of academic integrity in the digital age. The IDoA website provides a wealth of resources, ideas, and information on how to participate in this initiative, emphasizing the critical role that AI and technology play in maintaining academic integrity.

The day’s virtual events (running live with recordings available afterward from 3am-5pm EST on Oct. 18, 2023) will focus on the overarching theme of “Championing Academic Integrity in the Age of AI.” Within the 15 hours of sessions, attendees will have the opportunity to hear from 62 presenters (including expert speakers and seven sessions with student panels and contributors) from 15 different countries.

The goals for the day and beyond are to educate about the following:

  • Raising Awareness: The IDoA serves as a reminder that academic integrity is crucial, especially in the context of AI. It’s essential to educate students and faculty members about the implications of cheating and the importance of original work while understanding the role that AI can play in education.
  • Encouraging Ethical AI Use: Educational institutions and instructors must promote responsible AI use. This includes teaching students how to use AI tools for research assistance without compromising their academic honesty.
  • Strengthening Policies: Schools and universities should continually update and strengthen their academic integrity policies to address new challenges posed by AI. Clear guidelines on the use of technology and AI tools should be established.
  • Building a Supportive Environment: Creating an environment where students feel comfortable asking for help and resources can significantly reduce the temptation to cheat. By offering academic support, institutions can deter students from taking the dishonest path.
  • Developing Critical Thinking Skills: Education should focus on cultivating critical thinking skills, which are essential for distinguishing between legitimate research and AI-generated content.
group of students high fiving around a computer.
  • Fostering a Culture of Integrity: Promoting a culture of academic integrity within institutions is crucial. This includes fostering a sense of trust and responsibility among students and faculty.

The International Center for Academic Integrity encourages all involved in education to take time to examine how they can champion academic integrity in the age of AI. By doing so and creating a culture of integrity, we can ensure that education remains a trustworthy environment for all learners and the degrees or certificates provided to our learners upon completion are valid and respected. The IDoA event gives us the opportunity to reflect on our roles in upholding these values and working collectively to maintain the highest standards of academic honesty in the digital age.

Upholding academic integrity goes beyond just one day though, so we also encourage you as an individual or as an institution to join the International Center for Academic Integrity (https://academicintegrity.org/about/member-benefits) to continue the conversation of building the culture of integrity at your own institution.

Categories
Policy Practice

The Evolution of Compliance For State Authorization of Distance Education

cover of new report.

The State Authorization Network (SAN) is pleased to release a very thorough examination of state authorization of distance education through the lens of a colleague who witnessed many steps in the development of consumer protections for students participating in interstate distance education.

Today, we welcome the author of the paper, Sharyl Thompson, who offers us summarized insight into the very complicated and nuanced compliance road for state authorization of interstate distance education.

Sharyl is a long-time colleague and friend of SAN who not only witnessed but was an active participant in this evolution. In addition to the experience that Sharyl offers in her biography, which is shared at the end of the paper, Sharyl served as one of SAN’s Basics’ Workshop mentors for many years and has been a regular presenter and contributor to SAN. Sharyl was also among those on the initial team that worked on the reciprocity idea for state authorization of distance education that ultimately became SARA. You can read more about this initial team for reciprocity and the beginnings of SAN in our WCET Frontiers post celebrating the 10th Anniversary of SAN in 2021.

A big thank you to Sharyl for developing this thorough paper chronicling the evolution of state authorization of distance education and for sharing the following summary today on Frontiers.

Summary

Releasing today, The History of State Authorization of Distance Education is an extensive review of the origins and evolution of state and federal oversight of consumer protection regulations in higher education.

In the early years of higher education, many states had no oversight over institutions – until diploma mills entered the marketplace and, in many situations, cheated students by taking their money and providing inadequate or no education to their “students.” Individual states passed legislation to oversee higher education institutions. Each state differed in the level of oversight, which activities from out-of-state institutions required some form of approval or review, and the costs for receiving the required state authorization. However, the early regulations did not address distance education, as, at that time, it didn’t exist.

The History of State Authorization of Distance Education paper was commissioned by the State Authorization Network (SAN). It is a chronological depiction of the evolution of state oversight of activities conducted by in-and-out-of-state institutions. The paper begins with background on state authorization – what it is and why oversight was needed. It addresses the importance of terminology and provides some detailed examples for two basic terms: “school” and “operating.” Other state-by-state differences addressed in the paper are the applications for authorization, the application processes, and the timeline for receiving a response from the state agencies to the institutions’ applications.

In 2010, the U.S. Department of Education (ED) published regulations that addressed distance education for the first time. Although state regulations had been in place for years, institutions were unaware that they should have been seeking and receiving permission from individual states to conduct certain academic activities. When the ED published these regulations, institutions all over the country began to be aware of the state and federal obligations concerning consumer protection. It is challenging to describe the chain of events chronologically at the federal level due to implementation delays overridden by newer regulations and their implementation. The paper goes into great detail on the evolution of federal regulations and their impacts. Even today, ED  is in the process of creating more regulations for which institutions are to abide.

A major change in interstate oversight of distance education came about after 49 states and territories, all except California, voluntarily joined the State Authorization Reciprocity Agreements (SARA). Several efforts had been made in the past to create a way for institutions to receive reciprocity for state authorization. With the initial establishment of SARA in 2013, if authorized in the home state, the institution would be authorized to provide distance education-related activities subject to the agreement in the other states that are members of SARA. The paper provides a history of efforts made, as well as the creation, acceptance, and effects of SARA on states, institutions, and students.

I was excited to be invited to write this paper. I started working in state authorization while employed at a distance education for-profit institution back in 2001. At that time, the for-profit institutions were the only ones paying attention to state authorization. There was no information sharing between institutions, so I had to learn it on my own. Although very challenging, as time progressed, I grew to appreciate the years of experience I gained through learning state authorization from the ground up. As a result, I continue to have an interest in helping other institutions learn the ins and outs of state authorization, so they don’t have to go through some of the agony I experienced when no assistance was available. I am motivated by helping institutions succeed at this work.

After thirteen years of employment doing state authorization work at three different institutions, I decided to become an independent consultant, which affords me the opportunity to work with multiple institutions simultaneously. That was ten years ago. It has been and continues to be my pleasure to work with many institutions of all types to address state authorization and professional licensure issues.

State authorization work continues and will continue because of the rather frequent changes made to federal and state regulations. The newest proposed federal regulations may impact how SARA can be implemented and may require institutions to almost go back to the days when state authorization work must be handled on an individual state-by-state basis. Only time will tell . . .


Categories
Practice

RioPACT: Transforming Student Success at Rio Salado College

Each year, the goal of the WCET Awards Program is to highlight and showcase promising practices in higher education digital learning and to honor those who have dedicated their time and energies to our field.

It is an absolute honor for me to coordinate this program each year. One of my favorite aspects of this program is to work with the WCET Outstanding Work – WOW – Award winners.

From the beginning of our “awards season,” where we receive nominations and work with our amazing volunteer judges, I am always in awe of the nominated projects and initiatives. It’s amazing to learn about the innovative work happening on in higher education. This year it’s exciting to feature our three WOW Award recipients, but I also want to thank each of the individuals and teams that submitted a nomination this year. You’re all doing inspirational and important work and it was hard to narrow the nominations down to these three!

As we’ve announced, WCET will be awarding three WOW awards at this year’s WCET Annual Meeting. All this month and leading up to the Annual Meeting, WCET Frontiers will feature posts from our three selected recipients:

  • Rio Salado College – RioPACT
  • Oklahoma State Regents for Higher Education – Online Consortium of Oklahoma
  • Sinclair Community College – Course Equity Rubric.

To kick off this year’s WOW Awardee series, we’re happy to welcome Zach Lewis and Dr. Fermin Ornelas from Rio Salado College to share about their award winning student success solution: RioPACT. Stay tuned for the rest of the month to learn about our other awardees. We’re looking forward to celebrating them at the Annual Meeting in New Orleans in just a few weeks!

Enjoy the read,

Lindsey Downs, WCET


The Challenge and the Goal

In the ever-evolving landscape of higher education, institutions are constantly seeking innovative ways to support student success.

To accomplish our student retention and success goals here at Rio Salado College, we needed a way to identify students in need of intervention before they withdrew or dropped out, and off-the-shelf analytics solutions did not meet the needs of our learners. To address this challenge, we developed our own analytics tool that would empower our staff to assist and support our specific student population.

The Solution: RioPACT

This journey led to the creation of RioPACT (Persistence and Completion Tracking), a predictive analytics tool designed to assess a student’s likelihood of persisting and continuing their studies. The RioPACT model analyzes three key areas:

  1. student course engagement,
  2. academic success and momentum, and,
  3. select demographic characteristics.

RioPact is a tool that enables us to identify students in need of additional support. That information is provided to student-facing staff to intervene at the right moment to keep students on the path to degree or certification completion.

Helping Rio’s Students

Photo by Annie Spratt on Unsplash

While commitment to student success and innovation is not new for Rio Salado, requirements for this specific tool and our college’s student body necessitated a different approach.

The majority of Rio’s learners are nontraditional: over 80 percent of our students attend part-time, nearly half are first-generation college students, and 40 percent have previously attempted higher education without success. The average student age is above 25 and we know many of our students are carrying multiple responsibilities as providers, caregivers and workers. We were determined to create a solution to meet the needs of our students and were able to leverage data captured in our in-house systems and applications to build a model attuned to Rio’s specific learner dynamics.

When the data model was initially developed, early results were highly promising, with a predictive accuracy rate of nearly 75 percent. RioPACT’s value, however, went beyond just the statistical significance and our early pilot underscored the potential for the tool. We first worked with the Office of Disability Resources and Services (DRS) last fall to further understand how to put the RioPACT to use. The 73 students who were identified as at higher risk for stop-out by RioPACT received interventions and additional support from DRS. When we reviewed student outcomes in the spring semester, over 52 percent of students who received treatment in the pilot persisted compared to 44 percent of students who did not receive any intervention. This was just a small sample of what could be achieved, but provided promising evidence that we were creating something that could have a much larger impact on our students.

What’s Next

As we move forward, we’re refining RioPACT and optimizing data capture to provide even better insights and just-in-time services to our students.

Textbox: The RioPACT project isn't just about improving student success at Rio Salado College; it's about making a lasting impact on the broader higher education community.

We’re scaling with a broader pilot this fall with the Office of Academic Advisement, not only to provide timely interventions to more students, but collect more data to evaluate, refine, and extend the tool. Furthermore, we have been awarded two research fellowships by the Strategic Data Project (SDP). The objective is to further enrich our skill set in data analytics and research methods as well as benefit from the expertise of the SDP alumni researchers. 

The RioPACT project isn’t just about improving student success at Rio Salado College; it’s about making a lasting impact on the broader higher education community. We’re excited to share our findings and publish our work, knowing that it has the potential to benefit students and institutions far beyond our own.

In the end, RioPACT represents the power of innovation, dedication, and a commitment to student success. It’s a reflection of Rio Salado College’s mission to redefine the educational experience by anticipating the needs of our students.

Thank you!

Receiving the 2023 WOW Award from WCET for RioPACT is a remarkable honor. It signifies that WCET values the ability of community colleges like ours to generate valuable, homegrown solutions. This recognition encourages us to continue taking the lead in shaping our educational landscape.


Categories
Policy Practice

WCET Survey of Institutional Digital Learning Definitions – Preliminary Report on Key Themes, Insights, and Challenges

Introduction

Online learning, hybrid learning, hyflex learning, blended learning, and distance education. What are the differences between these terms that necessitate the creation of novel words for variations of modality?

text box reads - WCET surveyed digital learning professionals on institutional practices in defining:
distance learning,
online learning, 
fully online learning, 
hybrid/blended learning, 
hyflex learning.

What goes into the institutional decisions on defining these terms? WCET – the WICHE Cooperative for Educational Technologies, gathered information relating to institutional definitions, policies, and procedures relating to digital learning definitions (such as distance, online, hyflex, hybrid, etc.) and how those terms are communicated to students. Administered earlier this year, the survey consisted of 23 open-ended and multiple-choice questions. This post provides preliminary findings with the full report and methodology to be published in the coming months.

This survey and analysis builds upon previous work of WCET to develop an understanding of the institutional practices relating to digital learning definitions and the challenges that institutions face in:

  • defining terms,
  • maintaining compliance, and,
  • achieving clarity and transparency with faculty and students.

Previous WCET work in the area of digital learning definitions analyzed the extent to which faculty and administrators agree with specific provided definitions of select terms (see Defining Different Modes of Learning: Resolving Confusion and Contention Through Consensus). This work also highlighted the variety of definitions of distance education used in policy by federal, state, and accreditation agencies plus the challenges said variety presents to institutional compliance (see Defining “Distance Education” in Policy: Differences Among Federal, State, and Accreditation Agencies). Click here to access an accessible PDF with the data from the tables below.

Highlights of Preliminary Survey Analysis

We have made a number of interesting observations based upon our review of the survey data received. During future institutional interviews, we will further explore a number of nuances, but today we will highlight several meaningful observations.

How “Online Intensive” Were the Institutions Surveyed?

In the survey, we asked institutions to identify their number of graduates who completed their program primarily online or at a distance in the most recent academic year.

Table 1. The percentage of graduates completing programs primarily online. See accessible version of this data.

Table 1 - In the most recent academic year, roughly what percentage of your institution's graduates completed their programs primarily (75%+) online or at a distance with few requirements to come to campus or go to a specific location?

0-25% of graduates - 62%
26-50% - 20%
51-75% 10%
76-100% - 8%

The bulk of institutional personnel responding to the survey represented institutions for which a quarter or less of their students graduated in a program that is primarily online. Less than 20% of respondents hailed from institutions which had more than half of their graduates complete programs primarily online. These data provide a good context for understanding other responses, as the responding institutions still have a preponderance of in-person students. The institutions are also likely to offer multiple course delivery modalities.

Does Your Institution Have an Institution-Wide Definition for Each Digital Learning Modality?

In the survey, we asked five questions to determine whether the institution defined a given digital learning term. Specifically, we had one question that focused on how the institution handles each of the following five modalities:

  • distance learning,
  • online learning,
  • fully online learning,
  • hybrid or blended learning, and,
  • hyflex learning.

For each question, institutions could select one of the following five choices for each modality:

  • We have an institution-wide definition,
  • We have definitions that vary by college or department within the institution,
  • We are actively working on creating or updating this definition,
  • We have no definition and there is no current work to create one,
  • Other (please explain).

Few Institutions Reported Definitions That Vary by College Or Department

We were surprised to see that the least chosen response (with the exception of the “Other” response), across all terms, was that definitions vary by college or department within the institution. Not only was that the least chosen response across all terms, but the percentage of responses was much lower than the others, with the highest being 6.57% for hybrid or blended learning. See Table 3 below for the overview of responses to whether institutions define these digital learning terms.

Table 2. Institutional Status of Defining Digital Learning Modality Terms. See accessible version of this data.

Our initial thought was that there would be more variation within each individual institution but that was not borne out by the results. It is important to note that, due to the fact institutions could only choose one response here, the number of responses may have been different had institutions been able to choose all that apply. For example, we now observe that, especially in the case of the “definitions vary” and “actively working on this definition,” both responses could be true and institutions may have chosen the response that felt more appropriate in the moment. Especially in this case, we hypothesize that one reason that there may be work on creating an official definition is the need to harmonize various definitions used throughout the institution. It will be interesting to explore this in more depth in follow-up interviews.

But, Institution-Wide Digital Definitions Are Often Still Not The Norm

Even with the lack of definitions varying by colleges and the growing maturity of digital learning, there are many institutions lacking comprehensive definitions. Only “distance learning” and “hybrid or blended learning” report more than 50% of respondents with an institution-wide definition. “Online learning” had only 40% with a definition.

The picture might be brighter than that as about 20% of institutions use “distance” or “online” synonymously. They might not see the need for both or use them interchangeably. Having nearly 60% of institutions reporting a standard understanding of “hybrid or blended learning” shows strength for that modality.

It is concerning that for all of the definitions offered at least 10% of the institutions neither have a definition nor have current work to create one. Given that our mailing lists favor those in digital learning, this is probably a bit more worrisome.

Notably, there’s also a variety of definitions for “fully online” despite what seems like a self-explanatory term, which was surprising to us. In some cases, online and fully online are considered synonymous and are not distinguished from one another. In other cases, a certain percentage of instructional time, or a limited number of in-person instructional time, is permitted within the institutional definition of fully online. In our review of the definition of distance education, we did not note definitions of fully online in policy (federal, state, or accreditor) but the survey responses clearly indicated that policy influences institutional variations of the term fully online, especially policies at the state level.

What makes a program fully online? This issue is examined briefly in the recently-released white paper on labeling modalities written by Nicole Johnson (CDLRA) and sponsored by WCET. In that paper we cite an instance where a university system cites “full online” as having no in-person requirements, but then links to a program that has in-person requirements. Whatever the case in how “fully” is defined locally, the institution should be clear in communicating their online vs. in-person expectations with students. We look forward to exploring this more with our follow-up interviews.

What Factors Influence Your Digital Learning Definitions?

Additionally, in one of our survey questions, we asked institutions to indicate what factors influenced the institution’s definitions relating to digital learning where respondents could choose all that apply. Not surprisingly, the top three influences were accreditor (63%), federal (57%), and state (48%) definitions.

One surprise that emerged in the responses to this question was an additional potential source of definitions that we had not yet considered that could bind institutions to certain definitions and interpretations, which are union contracts or collective bargaining agreements with institutional faculty and instructors. Notably, the influence of faculty and instructors on institutional definitions was the fourth highest choice at 47%, although it is not clear whether that is due to binding contracts with faculty, faculty expertise on course content and delivery, or a mix of both (likely a mix of both).

Table 3. Factors influencing digital learning related definitions. See accessible version of this data.

Table 3 - What factors influenced your institutional, college, or department’s definitions relating to digital learning? (choose all that apply)

What Obstacles or Challenges Did You Face in Creating Digital Learning Definitions?

Lastly, in one of our open-ended questions, we asked institutions to describe some of the obstacles or challenges that they have experienced relevant to digital learning definitions. A commonly listed challenge related to faculty adherence to the modality assigned to the course. To illustrate this commonality, here are some of the responses we received related to this challenge:

  • Not all faculty abide by the definitions; in some cases, faculty will list a course as one modality, but deliver it in a different way.
  • Sometimes the faculty will teach a hybrid class but teach it all online.
  • Faculty using their own interpretation of a modality.
  • Faculty following the definitions.
  • Instructors sticking to mode of teaching: e.g., says synchronous, but is asynchronous. Or hybrid, but all synchronous.
  • Overcoming some historical practices and making sure faculty practice the expectations of the guidelines for distance learning.
  • While the institution has definitions, faculty have a great deal of flexibility in how they are implemented.

We can see how this situation can be challenging for institutions, especially in navigating how to emphasize the importance of adhering to course modality. This could have a great impact on the institution (i.e., financial aid, accreditation, etc.) as federal, state, and accreditation rules can differ by modality. For example, the need for regular and substantive interaction, adherence to accessibility requirements, and intellectual property rules all change when a course transitions into the digital realm. There are also increased faculty development and instructional design needs and requirements. And, most importantly, the student is not getting the course experience they expected at registration. This could have a great impact on learning outcomes and exacerbate inequities in serving students.

We look forward to exploring the strategies that institutions are using to address this challenge in institutional interviews. We know that institutions have a variety of innovative means of not only defining terms but also seeking to ensure compliance with definitions in policy.

Next Steps  

We look forward to delving more into the data, expanding on our analysis, and gaining more practical insights from institutions in our subsequent institutional interviews and the full report to come later this winter. Join us at the WCET Annual Meeting for the session “Digital Learning Definitions: Let’s Talk and Share” on the afternoon of October 26, for a brief background on this work and lots of time spent sharing on how you are handling definitions in your setting.

If you have any thoughts or experiences you would like to share, please feel free to contact Kathryn Kerensky (kkerensky@wiche.edu) and Russ Poulin (rpoulin@wiche.edu).

Categories
Practice

HBCUv – Reimagining Digital Learning for HBCUs

National HBCU Week, a White House initiative to gather HBCU representatives, federal agencies, and supporting organizations, kicked off this week in Arlington, Virginia. The theme this year is “Raising the Bar: Forging Excellence through Innovation & Leadership.” Prior to the amazing discussion I had that I’m going to share with you today, I misunderstood what this specific HBCU Week was about. While I am a bit disheartened with myself for not knowing more about this annual conference, it did seem like a good week to share this interview write up.

A few years ago, WCET staff collaborated to redefine the mission, vision, and values of WCET. When we started this effort, I had worked at WCET for around four years. I felt like I had a good grasp of my role and was excited about growth opportunities to continue to explore the how’s and what’s of quality digital learning.  

Of course, then the pandemic came along, and we all pivoted in a variety of different ways. Not only did the landscape of higher education change, but many of us changed jobs, homes, roles, and even our expectations for how our life worked on a day-to-day basis. My role has shifted a bit and is different than what I would have thought back in 2020. And while our stated goals here at WCET are not substantially different from what this Cooperative has endeavored toward throughout its history, I do feel that the focus and scope of those goals have narrowed in exciting ways.


A Turning Point

Both due to the spotlight the pandemic set upon the digital divide and our work through Every Learner Everywhere, the entire WCET staff improved the mission, vision, and values of WCET to be more centered around equity. From 2020 on we engaged in educational, professional, and personal development on diversity and equity. This included reviewing resources and materials, working with other educators, and having some hard but exceptional discussions between team members.

This year, when our team met for our annual in-person staff meeting (did you know more than half of WCET staff now work remotely from ALL OVER the U.S.?) we all said the same thing – we’ve learned a lot and it’s been great, but now it’s time to do something about what we’ve learned.

So, we are. We have been re-tooling our resources, papers, articles, reports, projects, etc., to ensure equity and accessibility are at the core of everything we do. We want (and have started) to reach out to minority-serving institutions and organizations to make connections, engage them with our community, and, most excitingly, shine a light on the promising practices that make a difference for the students who need our help the most.

If this introduction was TLDR… we added equity to our mission and we’re following through.

One of my favorite aspects of my role is working with our guest authors and staff to write content for WCET Frontiers, especially when the posts highlight the work going on in the higher education and digital learning communities. When we thought about “who is doing equity in digital learning well” we thought specifically about minority serving institutions such as Tribal Colleges and Universities (TCUs), Historically Black Colleges and Universities (HBCUs), and Hispanic Serving Institutions (HSIs). We wondered: how do these institutions support their specific students, faculty, staff, and community in ways that make them all more successful? And can we work with those institutions, learn from them, and help other institutions serve minoritized students in similar ways?

Connecting with UNCF

UNCF (the United Negro College Fund) is a nonprofit connecting and supporting Historically Black Colleges and Universities – or HBCUs – through advocacy, funding, and professional development. UNCF provides a substantial amount of scholarship funds to Black students every year and even has a program for helping students facing emergency situations that might disrupt their degree program. The 79-year-old organization ensures HBCUs and their students have the resources to thrive. UNCF seemed to be the ideal organization to connect with to begin our journey to learn more about successful digital learning equity initiatives. Once connected, I had the pleasure to interview Julian Thompson, Senior Director of Strategy Development for UNCF’s Institute for Capacity Building (ICB).

UNCF founded ICB in 2006 to, in Julian’s words, “work on strategies that help HBCUs achieve long-term resilience and sustainability.” A critical goal for ICB is to identify initiatives and strategies for HBCUs to partner and learn from each other. Julian wants to help these institutions “achieve more together than what any of them could possibly achieve on their own.” The transition to remote learning due to the pandemic was also a significant moment for HBCUs – when only around 25% of HBCUs had online degree programs, compared to 55% of other institutions. As they reviewed the challenges HBCUs face when it comes to digital learning, ICB realized that there was no technology that truly fit into the HBCU method of educating students. And that method contributes significantly to the extraordinary results for Black students, especially those who are first generation and lower income. ICB had an opportunity to build an online learning system by and for HBCUs.

Thriving with HBCUv

The result of that opportunity was HBCUv – “a virtual ecosystem where the entire HBCU community can flourish together.”

ICB hoped to create a system with involvement of HBCUs, including platform development, strategy sharing, course sharing, knowledge sharing, etc. One of the guiding tactics for the project was to help HBCUs acquire and own more assets – such as tools, practices, technologies, approaches, etc.

The project began to take shape in spring/summer 2020. An important element of any higher education project is leadership buy-in and support, and that wasn’t any different here. ICB recruited nice institutions to serve as steering committee members. The representatives from each institution met with ICB multiple times a week, engaged with design and technology companies, and helped establish the vision of HBCUv. The work also included over 3,300 hours of research including focus groups, surveys, ethnographic studies and other methods to uncover the question of digital solutions, student success, and technology use on HBCU campuses. The question – what formal and informal learning experiences help HBCU students stay engaged and successful?

The Virtual Yard

One of the most significant conclusions of the big research effort was the importance of “The Yard.”

This term refers to a space of convening and collaboration on an HBCU campus. Julian advised that if you think about it, most full-time students are only in a classroom about 2 – 3 hours a day. The rest of those hours are spent on campus, with friends, in residence halls or other housing.

And that time spent outside the classroom has an important impact on their learning experience. ICB had to think of a way to expose students to those meaningful learning experiences that happen outside the classroom, as well as the learning that takes place inside the classroom. The “little things that you can’t plan for or arrange.

Think about the time you ran into someone a few years ahead of you in your program and they became a bit of a role model for you. You are inspired by them. Just that one interaction or knowing that one person can significantly impact a student’s success.” HBCUv will replicate that experience with the “Virtual Yard.”

What’s Next for HBCUv?

At this point the team at ICB has identified the vendors that will create the technical side of HBCUv and a dual enrollment/transfer organization that will establish transferable coursework.

The platform will be finalized later this year and a pilot is launching in early 2024. They hope to have HBCUv fully up and running with the steering committee institutions by fall 2024, with other HBCUs to follow.

Julian, thank you for sharing HBCUv with WCET and we all wish you the best of luck with the pilot process! I’m hoping you and the team will join us again, after the pilot so we can check in on how it’s going!


Categories
Practice

Generative Artificial Intelligence at Colorado Technical University

Over the last several months, WCET has been researching and developing resources on Artificial Intelligence and the use of Generative AI technologies such as ChatGPT in higher education digital learning.

An important aspect of our work in this area is to highlight what our member institutions are doing out in the real academic world. Today we’re excited to present a post doing just that – from our member Colorado Technical University. A huge thank you to Lisa Corprew and Connie Johnson for sharing with us the considerations and actions CTU has taken as Generative AI continues to make a large impact in higher education.

Enjoy the read,

Lindsey Downs, WCET.


CTU’s mission statement includes using technology to educate students. As the University experienced the rapid-speed information that Generative AI (and ChatGPT in particular) can provide for public use and was embraced by students to assist with their assignments, CTU leaders and faculty engaged to understand the possibilities, implications, and cautions related to the use of ChatGPT.

As the conversations unfolded, it was clear that there were several areas potentially impacted by Generative AI. Also clear is that while Generative AI itself does not have emotion, opinions and discussions can become quite spirited and diverse when discussing the future of and possibilities of AI in higher education.

As part of this process, the University reviewed several of the areas listed below:

Question 1: How would Generative AI affect academic work at CTU?

Faculty experience and feedback with Generative AI was mixed; faculty were equally concerned, baffled, and excited. Regardless of their feelings, they were seeking and deserved university direction. Fortunately, our exploration using a new AI “detector tool” led us to valuable direction rather quickly. The AI “detector tool” was extremely fallible. We stepped back from the common academic concern about plagiarism and got back to the heart of CTU’s Academic Honesty and Integrity policy: “original work.” As Generative AI does not replicate work, it does not create the risk of plagiarism. It does, of course, create the risk that students can submit work that is not “original.”

To manage this risk, faculty began to view student work differently. In many classes at CTU, faculty encourage students to use Generative AI to answer content questions and then use their own research and sources to validate those answers. English and coding classes were the earliest adopters of this type of use. Evaluating the sources of information allows students to reflect on the content, analyze the value of various sources, and separate fact from fiction. As Generative AI is not perfect and is known to “hallucinate” or integrate incorrect information, this analysis is not only a valuable academic exercise, but also a necessary one. This analysis supports the leveled objectives found in Bloom’s Taxonomy, providing an excellent scaffolding tool for learning. The faculty evaluation of the student’s process of investigation, along with the outcomes of the analysis, provides an excellent assessment of learning in partnership with Generative AI.

Question 2: Can Generative AI be used as a tutoring tool?

This question was of particular interest to CTU leadership. General education faculty created videos for students demonstrating the use, comparatively, of Google Bard and ChatGPT as a reviewer for the grammar, punctuation, and sentence structure of an English essay. Computer science faculty ask students to create and run programming codes through a Generative AI platform to identify errors. The collaboration between the Generative AI platform and a human partner provides insight and ideas, and provides students an opportunity to use their critical thinking and problem-solving skills to demonstrate their knowledge and learning. On a larger scale, CTU is exploring the possibility of implementing a tutoring tool similar to adaptive learning that can be used in all courses that generates tutoring content specific to a student’s need.

Question 3: What about policies addressing Generative AI?

CTU faculty expressed concerns regarding how students can use Generative AI by but also understand and uphold the critical standards of Academic Integrity and the requirement for “original work” by students, as noted in CTU’s academic honesty policy. Faculty have a direct link in the virtual gradebook to submit any Academic Integrity concern for review. With this submission, they create a direct connection with a review team to help evaluate the student submission, the tools used, and previous review requests for the particular student’s work. That collaborative review allows faculty to understand the “big picture” for each student and provide extensive, detailed feedback to help the student re-evaluate either their work or protocols related to Academic Integrity. The plan to redirect and help students learn on the first offense, along with the collaborative uses of Generative AI, will help CTU meet the goal of using Generative AI tools for a learning advantage.

Question 4: How can leadership use Artificial Intelligence tools?

CTU previously launched an AI BOT to address student’s basic questions in the areas of admissions and financial aid. There is currently not a plan to Increase usage of BOT’s to engage with students in the areas of faculty and advising.

However, there is an appetite to explore how AI might assist student-ticketing systems (used to monitor student issues in the classroom and with faculty) and basic work questions, tasks and inquiries in departments including admissions, financial aid, and marketing.

CTU embraces the use of technology to improve student outcomes and student experiences and will continue to explore Generative AI with a focus on the time, resources, and people needed as AI continues to influence education everywhere.


Categories
Policy Practice

What To Do When A Modality of A Learning Experience is Unclear? –  New WCET Paper

WCET members spend countless hours in committee meetings trying to finesse definitions for digital learning modalities. Help is on the way!!! Nicole Johnson’s new WCET-sponsored paper addresses the basic question: “What to do when a modality of a learning experience is unclear?”

Nicole Johnson is the Executive Director of the Canadian Digital Learning Research Association (CDLRA). In the paper, she provides “guidelines for creating multidimensional learning experiences.” It should help when you need to answer questions about how to label a course, whether a new modality definition is needed, or what to do in the grey space in between those, and all the other related inquiries.

No guidelines are perfect. But, this will help.

About Dr. Nicole Johnson

Way back when, I had a small part in creating the CDLRA as Canada has no national counterpart to the U.S. Department of Education to collect data on distance education enrollments or most anything else. The CDLRA surveys have proven valuable in gauging progress and potholes in digital learning across the country and in some specific provinces. Not being a federal agency has also given it the freedom to ask much more interesting questions.

Not long after Nicole assumed her leadership role, someone told her to give me a call. As you can imagine, we joyfully geeked out on the nuances of digital learning data. We especially focused on the emerging mess of digital learning modality definitions. Those were murky and bad before the pandemic, and they are seemingly much worse now. It was a joy to talk to her and it is a joy to work with her.

Check out the CDLRA website to see the results of surveys they have performed on several different instructional technology issues in Canada.

What We Have Done on Definitions So Far

an individual using a laptop computer

The WCET Steering Committee set modality definitions as one of the top priorities for our staff focus over recent years. As a result, we have conducted research and created several resources for WCET Members and the higher education community at large. All of these are available on the WCET website:

  • Conducted a broad WCET-sponsored survey (with CDLRA and Bay View Consulting) in which we learned that there is much less disagreement on the basic definitions than we imagined.
  • With the help of Rob Griffith’s team at The Ohio State University, we held a student focus group that reminded us that students do not care what we call the modality, they just need to know at the time of enrollment:
    • Do students need to be somewhere in-person anytime, anywhere during the course?
    • Do students need to be present for virtual synchronous sessions?
    • What technologies and software will be used?
  • Kathryn Kerensky (State Authorization Network and WCET) conducted a review of federal, state, and accreditation definitions of one term: “distance education.” Spoiler alert: They are all over the map and the U.S. Department of Education has four on their own.
  • Watch for the results of a follow-up survey on institutional modality definitions practices to be released later this year.

What’s In the New Paper?

It’s a quick read, so I don’t want to spoil it and Nicole is more eloquent than I am. She uses some different “cases” to illustrate broad, similar situations in addressing the difficulties and possible solutions when applying modality definitions. Some of the main points are highlighted below.

Modality Usage (and Thus Definitions) Are Now a Continuum

Nicole builds on a chart that she first created for the initial report resulting from the survey on agreement of digital learning definitions. It is now difficult to find courses that make NO USE of digital technologies.

A chart showing the range of technology related courses from offline distance learning, online learning, hybride lenmon

Additionally, faculty have, rightfully, made countless choices on what technologies to use, when to meet in-person, and when to meet synchronously. The forced “emergency remote” migration accelerated this trend. The reason that it is difficult to classify modalities into discrete buckets is that the buckets are not discrete.

Don’t Create New Categories Just to Create New Categories

While the paper doesn’t go too deeply into this issue, it is a important problem. Kathryn Kerensky (State Authorization Network), Nicole, and I have mused over Zoom about some institutional definitions. One institution seems to completely violate the basic tenets of how one definition is used when compared to everywhere else in the world. We have also seen a few papers on another supposed modality, which confused us. If we do not know what they mean (and we asked Van Davis, too), pity the poor student who does not study the nuances of modalities for a living.

Please note that I chose not to implicate the guilty in this post, but you can ask me if you want.

Communicate with Students

We are doubling down on what we learned from the student focus groups. Students need to know what the academic experience will be like. Do they need to be somewhere in person? Do they need to meet at a time appointed virtually? What technology and software are needed and what does it cost?

Enjoy the Paper

Finally, we hope that you enjoy the paper.

We would love to hear your feedback on what worked for you, what did not work for you, and additional ideas for future research or papers on digital learning definitions.

Categories
Practice

How Your College Can Attract More Adult Learners to Enroll

While the benefits of attaining a post-secondary credentials are numerous, it is not a given that learners will have the necessary support and resources to successfully complete said credentials. Community colleges provide more flexibility and support to students in order to help them achieve their education goals, and the additional support is especially important for adult learners. Today we’re happy to welcome Mayla Sanchez from BibliU to discuss the ways community colleges empower learners toward success. Thank you Mayla for this great post!

Enjoy the read,

Lindsey Downs, WCET


Community colleges are in a unique position to empower adult learners to earn a degree and improve their social mobility. Here are some ways to do it.

The role of community colleges in US higher education has never been more important. In addition to workforce development, community colleges help narrow income gaps and provide educational opportunities to demographics that would otherwise not be able to access a degree, including–and especially–adult learners.

Education attainment today

About 28% of adults in America do not possess any post-secondary credential. That’s a staggering 64 million adults whose highest educational attainment is a high school diploma or equivalent. This has serious implications in a lot of areas, such as quality of life and social mobility as employment rate increases with educational attainment. And with it, earning potential.

Data released by the US Bureau of Labor Statistics show that Associate’s Degree holders earn at least $1,000 per month more than those without a post-secondary degree. Throughout their lifetime, they will earn $400,000 more. Additionally, top-earning Associate’s Degree holders cross the six-figure threshold at $105,000 per year while their high school diploma-holder counterparts earn $14,000 less per year.

An increase in earning potential can lead to greater financial stability and improved quality of life for adult learners and their families. Throughout their careers, adult learners may find it easier to qualify for promotions or new job opportunities with a degree. They benefit from skill development, access to specialized training, and to a professional network from their time earning a degree. It also demonstrates their commitment to continuous learning and development, which employers value.

So, what’s stopping adult learners from going to college?

In 2021, the Council for Adult and Experiential Learning (CAEL) surveyed more than 2,000 adult learners and found the following as the most common barriers:

  • Financial factors are central to their enrollment decisions. 78% of non-applicants said they would have been more likely to apply to a program if it had been cheaper. This is a significant factor, especially for adult learners, many of whom are sources of income for their own families.
  • Lack of time is another barrier for adults who have never enrolled in college. Almost three-quarters of community college students work to support their families. It’s hard to fit education into schedules that are already packed with caregiving and working. It also takes time to finish certain programs; the longer the program, the longer they have to wait to see its returns.
  • Difficulty getting the right information. Adult learners rely primarily on online sources for information as they research their enrollment options. But they often feel lost or overwhelmed–or both–after weeks of researching and may abandon the idea of going to college.

Where do community colleges fit in this puzzle?

Community colleges are well-positioned to attract adult learners to enroll in college.

  • Lowest cost. For one, community colleges offer the lowest annual tuition and fees among all sectors of higher education. The American Association of Community Colleges (AACC) reports that the average annual tuition at a community college is 65% lower than in an in-state public four-year institution. The lower tuition fees and shorter time to earn a degree enable them to balance education with their existing responsibilities without incurring excessive debt.
  • Flexibility. Community colleges offer a wide range of class schedules and modalities of instruction–including evening, weekend, online and asynchronous courses. This flexibility accommodates the busy lives of adult learners and enables them to fulfill their responsibilities while also attending school.
  • Open admission policies. Many community colleges have open admission policies, which means they accept more students than a four-year institution would. This inclusivity is encouraging for adult learners who may otherwise be hesitant to invest time and money in applying for college.
  • Practical career training. Community colleges provide a variety of programs that cater to the diverse interests and career goals of adult learners. These programs often focus on practical and job-oriented education, aligning their programs with the needs of local industries. The emphasis on workforce training can help adult learners acquire relevant skills for immediate employment or career advancement.

Empowering adult learners

Here are four key areas where community colleges can focus on to encourage adult learners to enroll in college.

  • Increase affordability. Community colleges can attract adult learners by lowering the cost barriers through scholarships and grants. Essential non-tuition-related costs such as transportation, housing, and textbooks make up 80% of a community college student’s expenses. Therefore, promoting methods for reducing those costs will increase affordability.
  • Increase flexibility: Adult learners are not all on the same schedule as they balance multiple responsibilities. Offer a variety of schedules and modalities that will allow them to progress through their program at their pace. It’s also important to extend support outside the hours of instruction by ensuring that they can access their course materials whenever, and from wherever.
  • Improve communication. Put critical information front and center on your program websites, so they are quick and easy for prospective adult learners to access. Critical information includes tuition and non-tuition costs, time commitment, and other requirements to enroll in and complete the program. Where possible, help them manage their budget by setting predictable costs for both tuition and non-tuition expenses.
  • Partner up. Partners in serving the adult learner community can be an invaluable resource. Often, these are private companies, local businesses, industry associations, and community-based organizations, who share the mission of ensuring equity in education.

One such partner is BibliU. With BibliU’s Universal Learning, a digital-first, day one access for course materials, colleges can increase their competitive advantage in attracting adult learners to enroll by:

  • Reducing the cost of attendance by lowering the cost of textbooks by as much as 50%,
  • Helping adult learners manage their budget with a low, flat fee for their textbooks,
  • Ensuring all students have access to their textbooks, anytime, anywhere,
  • Promoting student success and persistence as demonstrated by Jackson College in Michigan.

Learn more about BibliU Universal Learning.


Categories
Practice

So, What is Culturally Responsive Digital Learning?

This month (September 2023) WCET is focusing on Culturally Responsive Digital Learning. While I, personally, had heard of this pedagogical framework, I didn’t have a lot of experience in this space. And, as a proponent of owning up to our own knowledge deficiencies and taking control of my own development on topics surrounding equity, I took this opportunity not only to introduce the theme to our members and readers, but to make sure that I also have a solid understanding of this topic.

Defining Culturally Responsive Teaching

Scabble tiles spelling out "equity"
Image by WOKANDAPIX from Pixabay

“Culturally responsive teaching incorporates and centers unique student experiences and identities, supporting educators to build learning partnerships that result in increased student engagement and ownership of learning” (National Equity Project, 2023).

Gloria Ladson-Billings, whose research conclusions led to the development of the culturally relevant pedagogy framework, created a way of teaching that “not only addresses student achievement but also helps students to accept and affirm their cultural identity while developing critical perspectives that challenge inequities that schools (and other institutions) perpetuate” (Ladson-Billings, 1995). The term was further defined by Geneva Gay: “when academic knowledge and skills are situated within the lived experiences and frames of reference for students, they are more personally meaningful, have higher interest appeal, and are learned more easily and thoroughly” (2000).

When I was a student, I found my coursework more meaningful and memorable when I was able to connect with the content, either through an active interest or because the topic related to me somehow. I also know that when I taught college classes, students showed more engagement and success when our class content and activities were chosen by them, related to them somehow, honored something in their experience or history, or even just related to current events. I understand that this framework grew out of a need to better support minoritized students, in Ladson-Billings case, she was researching how to better support black students.

As Zaretta Hammond says in her work Culturally Responsive Teaching and the Brain, we have to understand how students process information so we can help them be successful learners who remember what we’ve tried to teach them. By actively engaging with content and in information processing, all students will be more successful. But it is important for teachers and learners to understand that this active information processing is more important for students of color so they can “leverage their home cultures ways of learning and processing information” (Hammond, 2012).

Implementing The Framework

There are four main components for culturally responsive pedagogy:

  1. Affirmation
  2. Validation
  3. Cognition
  4. Processing

These strategies help create a classroom setting that supports culturally responsive pedagogy:

  1. Create a welcoming and affirming environment,
  2. Hold high expectations and maintain rigorous instruction,
  3. Use inclusive curriculum and assessment,
  4. Participate in ongoing professional learning and support (New York State Education Department (NYSED, n.d.).

Instructors and/or course designers can use cultural course content, or materials, resources, and activities that “reflect the diversity of the students in class and the diversity of the contributors in the field of study or discipline” (Singhal & Gulati, 2020). Each student (and therefore, each instructor and staff member too, right?) comes to the classroom with their own behaviors, beliefs, and characteristics, plus their values and their language. This framework helps instructors and students “embrace culture in the classroom” (Singhal & Gulati, 2020).

Making it Digital

Graphic of a person holding a smart phone with images of various technology icons showing off the screen

Technology can help make the classroom and teaching and learning strategies more culturally responsive. Here are some important elements of culturally responsive digital learning:

  • Accessibility

Creating accessible digital materials, websites, and other media not only ensures that students with disabilities can fully participate in a course, and can help ensure that your class and class resources are fully usable by all students, of all ages, of all backgrounds, and of all abilities. Ensuring your content is accessible benefits the entire community.

  • Translation

We have seen some increases in the diversity of college campuses across the U.S. More women are earning degrees and the share of Americans who do complete a bachelor’s degree has increased for all races and ethnicities (Schaeffer, 2022). This means, though not where we need and want it to be, there has been an increase in the diversity of the college classroom. With that comes the need to overcome language barriers.  Technology tools such as Google Translate can help students who do not speak English, or need assistance with some translation, especially when delving into more advanced topics.

  • Multidimensional media opportunities

Through some of my reading, I learned the importance of encouraging family and community engagement throughout the course. Consider the different media options that can help bring family, friends, and community members into the classroom to share their experiences or to highlight and showcase learner experiences and accomplishments. Livestreaming platforms such as YouTube Live, online meeting platforms like Zoom, or audio and video recording can provide meaningful moments of cultural engagement.

Three students work together on a computer.
Image by makhtoom from Pixabay
  • Collaboration

I know, we have all heard student complaints about the dreaded group project (or have voiced such complaints ourselves). But we also know that collaboration between students on classroom activities, assignments, projects, etc., can be great teaching techniques. Collaboration tools not only connect students to students for completing group work, but also connect students to experts around the world to learn about different topics, locales, and cultures.

Learn with Us This Month!

I’ve just scratched the surface of what I know is waiting for me to learn about culturally responsive digital learning. I’m so excited to continue learning this month with my colleagues at WCET and our members. We hope you’ll join us on this journey. Here are some of the upcoming opportunities and events focused on this theme: