• 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


  1. Welcome and introductions
  2. Aims of the meeting
  3. Review of the Terms of Reference and office bearers.
  4. Progress report
  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