OERu/OERu 18.11 Meeting/CEOs agenda

• Registration: 8.30am, Room 2062, Building 801 (Main building), Port Macquarie Campus
• Theme: Long-term sustainability of the OERu innovation partnership.
• Start: 9.00am
• Coffee break: 11.00am
• Lunch: 1.00pm

Agenda

1. Welcome and introductions
2. Aims of the meeting
3. Review of the Terms of Reference and office bearers.
   • Terms of Reference
   • Office bearers
4. Progress report
   • OERu - 2018 Mid-year report
   • OERu learners and geographic spread
5. Sustainability of the OERu network
   • Increased revenue for OERF (Increase number of contributing partners, FTE staff contributions, additional fiscal contributions)
   • Cost savings (Explicit adoption of OERu outputs to save cost at partner institutions)
   • Corporate sponsorship model
   • OERu point of difference
   • Diversity categories of partners - alternate ways to achieve partner status that contribute to strategic goals of the OERu
   • Review value proposition / benefit to partner institutions (Value of learner data)
   • Review strategic goals of the OERu
6. Decision proposals
   • Establish OERu task force on partner engagement
     • Who: Phil Ker (Otago Polytechnic), CEO volunteers plus Val Peachey (CSU), Alan Davis (Kwantlen Polytechnic University), Christine Bovis-Cnossen or Don Poirier (Thompson Rivers University) or nominees
     • Survey OERu partners about levels of engagement with OERu in their institutions, to find examples of good practice and to identify barriers (working group to action)
     • Develop explicit ROI for OERu, incorporating social good, financial, reputation and visibility, capability built in-house (working group to action)
     • Develop new staff orientation module for partner institutions to use - to build understanding and set expectations (working group to action)
     • Develop guidelines for partner institutions to show they value open education: measure it, rewards and recognition (working group to action)
     • Identify obstacles to institutions becoming partners, and consider how to engage with institutions which may not currently be in a position to become paid-up members - "soft" engagement (working group to action). Social good is not just direct delivery to learners but also through institutions that desperately need curriculum to deliver to learners.
     • Consider opportunity for in-kind vs cash payment of OERu membership fee (working group to action) - different forms of contribution eg staff time, or active engagement with target learners.
   • Develop and share institutional action plans for OERu implementation (Jim Taylor)
     • In light of the significant progress in developing the necessary foundations of the OERu innovation partnership, including
       1. published guidelines for transnational cross credit;
       2. current availability of micro courses;
       3. availability of a comprehensive Business Model Partner Canvas;
       4. ongoing initiatives on quality guidelines and innovation pilot projects;
       5. demonstrated cost-effectiveness, immediate availability and technological scalability of the OERu open source NGDLE
     • commit to the development of institutional implementation plans that will optimise potential ROI appropriate to current institutional readiness and geographic context.
     • Sharing the insights gained from the development and implementation of such plans could well generate a much needed “Digital Learning Leadership Strategy”, which could make a significant contribution not only to achieving the goals of the OERu Strategic Plan (2018-2021) but also to “providing insurance against disruption” to individual institutions. It would also contribute to the ongoing relevance and sustainability of tertiary education.
   • Approve the OERu strategic plan 2018 - 2021
     • Refine mission: Drive value into member organisations however it is defined (connecting good with value)
       • How do you help institutions articulate the value they can access within OERu.
     • Overarching strategic goals (Curriculum: Professional development, Diploma / Associate degree in General Studies.)
     • Expand Goal 4: Achieve a fiscally sustainable and scalable OERu network by driving value for members.
   • Confirm OERu 2019 operational priorities (Exceeded objectives for soft launch - so what next?)
     • Current capacity enables launch rate of 3 weeks for each micro-course (2 weeks for pre-launch audit plus 1 week to build automated email campaigns
     • 60 micro-courses would require 180 FTE weeks.
     • Prioritise and schedule the launch of the 1st year of study.
   • Implement recommendations for improving letter of invitation to join the OERu and associated recruitment collateral
   • Implement a LiDA community learning hub innovation pilot for OERu and other libraries
   • Continue implementation of OERu quality guidelines
   • Progress open pedagogy innovation pilots
   • Progress first year of study in sustainablility where the SDGs are explicitly mapped
7. Risk register
   • Review draft risk register