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National Defense University

Briefing on Strategic Consulting Engagement For ProEd

Developed by Blackboard for the National Defense University

 Educational Technology Ecosystem Analysis
National Defense University
NDU requested Blackboard to provide an independent, platform 1. One University
agnostic analysis of educational technology use and learning
2. Responsive Education
experience. The initiative was driven by NDU’s desire to grow and
change their model of education delivery. 3. Career-Long Learning

Engagement Scope
1. Provide an analysis of the current state of the educational technology ecosystem
at NDU inclusive of but beyond the learning management system and integrated
systems that focuses first on the desired learning experience of the university and
driving toward the technologies that enable learning.

2. Develop a framework and actionable strategy to address gaps and capitalize on

opportunities to achieve the university’s learning experience objectives that are
aligned with the curriculum and curricular change efforts.

3. Articulate a roadmap of modular, phased activities and initiatives that the

university can undertake to address specific issues and curricular needs.

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 Educational Technology Ecosystem
Processes & Technologies Serving Education

Assessment Services

Physical & Digital Resources

Learning Objects & Simulation

Social Learning & Collaboration

Learning Management System

Messaging & Notification

Learners Curriculum
Enrollment
Programs
Formal Registration & Orientation Services
Learning
Online Support

Informal Learner Success

Learning
Metrics & Analytics

Student Performance & Outcomes

Experience
Cloud Services

Social Media

Support Enterprise
3 Services Infrastructure
Process & Technology: Learning Ecosystem Analysis
Responsive Education Ecosystem Issues (2) Twitter
LinkedIn

Identity
Identification
Survey Management
Monkey Mailing Microsoft
Lists Facebook
Office 365
Google Active Data
Calendar (Events)
Google

Vovici DTS
(Travel)
Drive Google
Docs Student Experience
Google
Microsoft Google Email NDU Web
SharePoint Sites Google
Chat MilSuite
Blackboard
Authorization
Community

Blackboard BYOD/
Learn Blackboard Mobile
Virtual EzProxy
Content Library Licensed
Digital
Resources
Blackboard
TK20
Collaborate
Multiple, independent LiveStream
points of access for
Atlantis Library learning resources
Simulation increases complexity
Platform
ILS/Catalog
CASL
YouTube

Citation/
Video Conf. RefWorks
(VTC)

Formal Learning Informal Learning

 Process & Technology: Blackboard Effective Practice Analysis
Deliver Effective Practice
Highly Effective 4
Practice

Suboptimal
1
Practice Program & Portfolio Technology Infrastructure Service Delivery Awareness, Outreach & Evaluation
Management Management Management Adoption

University-level practices, operations, administration, management, performance, and

instruments used to deliver services. 1.7 of 4
A. Services to support learning technology adoption and use by faculty (and by extension,
students) are minimal or limited to a unit or school level.
B. Delivery emphasis of learning technology services seem to concentrate on availability, but not
on effective selection and ongoing use to improve learning outcomes.
C. Fundamental identity and data services, which are common and essential for present-day
graduate education, are fragmented or non-existent.

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 Process & Technology: Blackboard Effective Practice Analysis
Summary

A B C
In broad terms, the Translating strategic Approach to technology
selection, adoption, and educational objectives in learning and teaching
use of technology to and goals into executable appears driven by access
support learning and sustainable actions is an and availability, rather
teaching falls short of area in need of than curricular
effective practice in improvement. requirements,
higher education. pedagogical goals and
student outcomes.

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 Change Framework

Align the learning ecosystem with

student expectations and skills, faculty
Alignment needs and desires, college objectives, and
broader academic goals.

Access to resources and services by

students, faculty and staff should be
Access streamlined to drive informed selection,
consistent adoption, and effective use.

Awareness efforts regarding technology

in learning and teaching should be
Awareness designed to promote and improve faculty
adoption and student use.

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 Addressing Alignment

As One University, NDU should define, execute, and improve its processes to
continuously align the educational technology ecosystem, its capabilities and services
with the university’s academic goals, college and program curricular requirements, and
stakeholder expectations and needs. Alignment should simplify the institution’s efforts
to provide Responsive Education and Career-Long Learning.

Ownership Responsibility

Stakeholders Governance

Alignment

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 Roadmap of Cascaded Work Streams

We recommend that NDU adopt a roadmap of eight (8) work streams with associated
strategies that span and cascade across the three elements of the change framework.

Alignment Access Awareness

1 Governance
2 Responsibility
3 Ownership Optimization

4 Stakeholders Standards Support

5 Integration Planning
6 Usability Faculty Development
7 Readiness

8 Communication

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 1 Governance
Work Stream
Alignment Access Awareness
Recommended Action (Summarized)
Governance of the educational technology 1a) Establish a formal tiered governance
ecosystem and its interrelated services structure that takes into account at
and resources should translate university least two major components of the
strategic goals and objectives into educational technology ecosystem:
actionable initiatives that are aligned with steering and operations.
curricular goals and operational
capabilities. The university should engage
stakeholders and balance prioritization
and decision-making with advisory and
continuous improvement efforts.

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 1 Governance
Supplemental: Sample Governance & Advisory Model

Standing Rotating on a two-year basis,

Chair offsetting when possible

Deputy
Director, Staff CIO/ College College Civilian Civilian Military
Provost, Director, Director,
Learning Director, Director, Academic Academic Faculty Faculty Faculty
Academic Library Facilities
Center COO IT Dean Dean Rep Rep Rep
Affairs

Council for Academic Technologies & Services (CATS)

Vision Goals Direction Priorities Investment

Committee for Academic Resources & Technology (CART)

Operational leadership covering (but not limited to) Academic Affairs, Learning Center, Library, IT, Facilities, CASL, College Support, etc.

Academic Computing Environment Working Group Learning Spaces Working Group Digital Resources Working Group BYOD Working Group
(support for eLearning) (classrooms, labs, etc.) (content, media, etc.) (mobile services, etc.)

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 Final Outcome

• Project was perceived as a huge success and widely praised by the President, CIO,
and all of the Deans
• Bb is in a great position to continue working with the C-level executives in further
outlining the strategy and getting engaged in a continues stream of work for the next
3-5 years
• Currently we suggested a portfolio of 4 engagements that vary from $194K to $980K.
Every one of these initiatives puts us in a drivers seat to continuously engage with
NDU as they undergo their transformation
• The work that our Strategy Consulting done far exceeds capabilities of Booz Allen
that has been entrenched at NDU with a $5million task order on a variety of support
projects
• YOU TOO CAN SELL THIS! Bb Strategic Consulting can help federal or corporate
entities undergo complex educational/training transformations that are platform
agnostic.

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