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
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
published guidelines for transnational cross credit;
current availability of micro courses;
availability of a comprehensive Business Model Partner Canvas;
ongoing initiatives on quality guidelines and innovation pilot projects;
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.
Agenda
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