Over the past five years, there has been a significant increase in the number of educational programs delivered through Extended Campus. The growth includes the development of over 700 credit courses as well as many full degree programs delivered online to learners around the state, country, and throughout the world. There are also many on-campus students opting for online classes as a solution to course access issues, the need for flexible schedules, and/or because of their preference for technology-based/online learning opportunities. Many academic units are in the process of assessing their degree programs in the context of the University’s educational priorities as defined in our updated Strategic Plan. Continuous increases in enrollment is also adding pressure on units to effectively deliver their educational programs to large student audiences and more clearly define the role of providing courses via Extended Campus for on-campus students.
In the context of Extended Campus’ growth, course access issues, and the desire of many units to increase the reach and impact of their programs, it is important that the University ensures that the future Extended Campus agenda is aligned with the institution’s educational priorities and goals for access, affordability, and quality of education programs and student experience. The task force appointed jointly by Sabah Randhawa, Provost and Executive Vice President, and Leslie Burns, President of the Faculty Senate, will explore the following key questions and make recommendations to effectively incorporate and expand Extended Campus’ role in the overall strategic direction of the University. It would also be helpful to get the Task Force input on what office makes final decision or provide oversight on academic policies related to Extended Campus.
How large should Extended Campus grow over the next 3-5 years (programs, students, student credit hours) and where should the growth occur (e.g. signature programs, programs relevant to regional needs, on-campus programs/courses)?
What is the role of technology-delivered and hybrid courses for on-campus students? How do we ensure that those courses provide a meaningful engaged experience for students taking Extended Campus courses and what oversight is needed? How can Extended Campus work with the Center for Teaching, Learning and Assessment to promote the development of hybrid courses?
How do we ensure faculty development for effective delivery of distance education courses? How does compensation for Extended Campus instruction compare to compensation for on-campus instruction and how do ensure that compensation plans for Extended Campus align with the new overload policy?
How do we address intellectual property issues surrounding distance education?
What type of internal organization is needed to support the growth and leverage other available campus resources?
What business model will incent appropriate growth yet avoid the development of an "underground economy?"
What is the role of OSU’s Extended Campus vis-à-vis the Oregon University System (e.g. ability to deliver courses/modules for other universities, particularly regional institutions)?
The Offices of Extended Campus and Budget and Fiscal Planning will provide background information to assist the Task Force, including an overview of current Extended Campus programs and operations, a description of Extended Campus’ business model, and strategic goals for the Division of Outreach and Engagement in context of Extended Campus. The Task Force may also want to review the portfolio and growth trends for similar programs at OSU’s peer and aspirational universities.
Timeline: The task force will commence its work as soon as membership is confirmed in October with the report and recommendations due to the Provost and Faculty Senate President by April 15, 2011.
Dan Arp (chair)