Month: April 2019
On 4/17/19 at 11:00am, I attended the Wake Technical Community College Spring Professional Development Conference Session: Be A Digital Disruptor with FFC and IT Services. This was presented by Ryan Schwiebert, Benita Budd, Neal Stidham, Tracy Naleway, and Monique Williamson of Wake Technical Community College
Be A Digital Disruptor with FFC and IT Services
We began with a brief educational game getting to know one another in the group and finding the close connections with teaching and campuses. it was pretty fun, but there were several of us in here, so it took a minute.
Technology has significantly changed the way we interact with our world!
Students interact differently!
- U.S. smartphone users grew to more than 230 million in 2018 (that is about 70% of the population) (Statista)
- 20% of households with an annual income less than $30k have smartphones without any other type of broadband. (Pew Research)
- Wake County has set a goal to increase the availability affordable high-speed connectivity county wide. (County Commissioners)
- Ubiquitous campus wi-fi connectivity is EXPECTED by students! (Based on student surveys)
Student technology expectations have increased
- Every student in Wake County Public Schools is provided a computer for course work.
- Students want to interact and collaborate through technology tools
- Students are accustomed to receiving constant feedback. 24/7!
We have take some steps to address growing expectations:
- Wake Tech Online is the largest “campus” with 9,867 students in spring 2017 (8,123 students enrolled at Main Campus)
- We have several programs completely online Associate 16, Diploma 3, and Certificate 76
- We have also improved connectivity on campus.
This transformative technology movement is known as DIGITAL TRANSFORMATION
To be successful, our institution must begin evaluating our business processes and changing/adapting them to the digital world.
DISRUPTION IS POSSIBLE: If we do not meet this challenge, others will.
Why is this important?
Consider other industries that have changed:
- Internet->Travel Agents
- Napster->Music Industry
- Amazon-> Retail Industry
- Netflix -> Video Rentals
- Streaming Services -> Broadcast Television
- Taxi -> Uber (The largest taxi service in the world/owns no vehicles)
- Hotel -> AirBNB (The largest lodging service/owns no real estate)
- Google introduced cloud training certificate programs – for programmers and anyone interested
- Amazon’s released ‘Machine Learning University’ – available to all developers
- Gartner identified Higher Education as a growth sector for technology usage.
The first to successfully achieve this will become market leaders.
Today we are hear to explore how might we adapt to ensure our industry is not disrupted.
Lets explore the benefits of digital transformation
- Competition for students has increased in Higher Ed. If we don’t attract students, we will see declining enrollments.
- For profit institutions have increased dramatically.
- We compete with other public institutions.
- It has become difficult to maintain enrollment growth.
- Public funding for higher education is shrinking.
- We are continually asked to do more with less.
- WE should entice the students to come
Better Student Experience
- The customer experience is often stressed in business/time for Higher Ed. to embrace
- Student needs and expectations should be a priority
- Students have a lot of choices!
- A new focus on future employability.
Technology Works Together
- Technology and college processes should work together seamlessly.
- We should not expect the student to conform to an antiquated process.
- Technology should be easily accessed and interacted with
This was adapted from an article recently published by Educause. Have a look at this article and several others they have. read, attend online seminars and embrace this.
Establishing a digital foundation
- Pilot with interactive displays in the classrooms (mostly south campus, a few at North). THis iss a collaboration with faculty, staff and ITS
- Conference Room Upgrades. WE are lagging behind. Through teams and conferences we shouldn’t have to campus travel.
- Wi-fi Upgrades. We moved away from old systems to Arube systems and we monitor this. Often this is when students congregate. we are asking students to spread out, but we’re looking to upgrade and work with this. We are looking to update to outdoors and parking locations. Once you’re connected on campus, we’d like you to continue to be connected.
- New network infrastructure. We’ve upgraded on all campuses, and are upgrading the fibre connections. We have an achilles heel- if southern campus is down, all campuses are down. RTP is redundant and independent. Soon others will also be seperated. If a fibre should be separated, all will be fine
- New network infrastructure. We’re focusing more on efficiency and optimization: In the traditional mode, processes should be agile. if the IT items do not work all the time, we have problems. we’re experimenting and dealing with uncertainty. This will mean an acceptance of failure but still have standards.
The future growth of Wake Tech depends on our ability to adapt.
Now is the time to explore new ways of using technology.
- We are looking to faculty to help identify those opportunities
Experimentation allows us to determine new and effective ways of teaching
- This supports the applied benchmarking concept of continual improvement.
Technology can provide alternative learning methods
- We need to test the effectiveness of these methods to see if they should be implemented collegewide.
Proper use of technology will put students at the center of the learning process.
- Students are the reason we are here!
By enhancing faculty teaching methods, learning can be improved.
- Faculty expertise is pivotal to ensuring success.
We have spent the past 3 years establishing our foundation
- Think Maslow’s hierarchy for technology
- Ryan’s hierarchy of technology needs!
- Here are some of the highlights!
- Currently piloting interactive displays for classroom and meeting use.
- A standard will be developed based on faculty and staff feedback.
Conference Room Upgrades
- Our goal is to simplify these spaces to make it easier for everyone to use.
- Providing more tools for collaboration/communication
- Also implementing Microsoft Teams for web meetings
- Hoping to reduce campus travel.
- Wireless access was a hot button issue for students.
- We completed the upgrade college wide
- We are continually adding additional access points.
- Plans are underway to add wi-fi connectivity to outside spaces
New Network Infrastructure
- We have redesigned our network infrastructure to reduce single points of failure
- The intent is to increase resiliency and redundancy
- Each campus will be independently connected to the Internet
- We will also be upgrading fiber between buildings and upgrading old wiring.
Our challenge is to continue operations as we innovate and experiment!
In a traditional mode:
- Rigid processes
- More governance
- Low failure acceptance
In contrast innovation requires an agile mode:
- High acceptance of failure
- Some governance
- Open Processes
To address this at Wake Tech, ITS has adopted a Bi-Modal IT leadership structure.
- Mode 1 is the operational portion.
- Mode 2 is the strategy and innovation.
The two must still work together.
- New innovations are tested in an agile mode.
- If accepted/successful they are eventually shifted to traditional operation.
Collaboration is at the cornerstone of any great organization.
So, lets work together to improve technology adoption college wide!
ITS will serve as
- your partner and technology expert
Faculty and staff input and involvement is welcome
- IT needs you to be our partner
- serve as classroom and teaching experts.
We want to be a technology leader in higher education. IT will focus on technology solutions that benefit student learning. IT needs a seat at the table, early and often.
Think of ITS when working on new ideas!
As you can see, a lot of work as gone into preparing for our digital transformation journey. Now that the foundation has been established, we are ready to explore new technology opportunities in the classroom. We need your input because the possibilities are endless!
Poll Title: What tools do you prefer to use when teaching online or in the classroom? You can vote on the preferences submitted.
Poll answers were as follows:
- Cellphones – 4 (looking up words, fact checking, who’s going to look this up?)
- teams – 3 (videos, small groups, want to use this…)
- ipads – 3 (apple TV and ipad instead of flipping back and forth- crossplatform presenations- you could eliminate screens to give everyone a device)
- ppt – 3
- remind.com – 2
- kahoot – 2
- flipgrid – 2
- tablets in lab
Poll Title: What benefits will faculty gain from digital transformation at Wake Tech?
Poll Answers were as follows:
- online lecture and video for online classes
Teams is a collaboration tool. Most people use it extensively. Its a collaboration tool like skype and video recording. Zoom is very similar. Teams uses filesharing as well. Is this like slack? it is like slack, but does more.
The technology has come a long way. Some classroom have it. Its a Wake Tech PC back there. You’ll see this more
You can take student screens, interact with single or multiple students in classes, and will be coming in the future.
Lynda.com is a flood of information and easy to follow. This has good PD credits opportunities and students also have access to this
Gartner.com is another great site from http://go.waketech.edu. They are unbiased information sources. This takes you behind the firewall, and gives you access to all the data. This is great for research, and its available to students as well.
As you can see, a lot of work as gone into preparing for our digital transformation journey. Now that the foundation has been established, we are ready to explore new technology opportunities in the classroom. We need your input because the possibilities are endless!
Question and Answer Section
Q: labs in the class need assistance sharing information. How can he share data in the class?
A: Off the top of Tracey’s head- the answer will be teams. Add in items on teams and display that using teams.
Our Next Mission
Recruit other agents to room 149, and test out the materials. walk through some of the tools and items you’ve seen here. The first place winner won a small prize. A second prize was given out to a participant who offered to hold their fee to the fire.
I think this went along very well, and everybody seemed engaged. Well done!
On 4/17/19 at 8:35am, I attended the Wake Technical Community College Spring Professional Development Conference Session: Faculty Association Breakfast Meeting. This was co-presented by Kathrynne Paul and Kimberly Atkinson of Wake Technical Community College
A Legacy of EPIC Success in Online Education
SPARK Initiative intro. Wake Tech continues to play a role in economic development in the community. Billions realized in local economy come from our workforce, and that comes from our students, and that credit belongs to the teachers.
Cameron, a student success
Student Success story talked about Heating and HVAC. Getting a 3.7GPA when they had done less well in high school. He gave a great shout out to the ILC on Main campus helping with papers. He was very thankful to the Pathway program, helping him as a mentor and becoming a “people person”. He started as an employee, but wanted to move into a business ownership. He’s managed NC Express Heating and Cooling for some time and growing his business in a great way.
Tim Guffy, a student success story
First responder with the Raleigh fire department, and part of a 2+2 program, graduating last year. Fire Protection Technology had a ton of networking and comforting person-to-person contact experience. This made his ability to move on in his education and settle in the career goal of his choice.
Presentations were given to Cameron and Tim, small tokens of our esteem from the Professional Development committee as well as certificates of appreciation.
Jaqueline Popp presented as the assessment team lead about EPIC. After a 5-year initiative, how can you measure success? We were finalists in the Bellwether Award, and several team members were recognized. It was a great recognition. Over 30,000 attempted, 95% of students passed, and 89% noted that they felt their skills have increased. 630+ faculty and staff have been certified online, 44+ have passed a peer review process, 39+ have been certified as mentors, and 29+ have achieved Master Certification.
We haven’t seen the full effect yet. WE’ll see more success as time goes on. It is difficult to see full success as not all classes have been converted to EPIC readiness. This is mainly a concern in the early classes and gateway courses. There are reports written for every year, and they should be viewed if interested in how comparisons are made and observed. Most student responses are positive. Faculty complained about numerous surveys and there was survey fatigue which contributed to lesser completions as time went on so they’ve stopped doing that.
There were external reviewers and external takers of the EPIC materials. EPIC will continue, and a sustainability plan is in development. Until we’ve fully implemented, look to see changes and adjustments as time goes on. The EPIC team will be shutting down shortly. One thing EPIC has done is given our students some consistent habits. Students struggle with time management, and EPIC assists with that.
Townhall Session with Dr. Ralls
Marsha McCoy, communications faculty and member of ToastMasters, as well as her TED Talk.
Ralls is our newest president, previous president of NOVA. President of Craven Community College. Created a new technology division, grew their cybersecurity program and built the first cloud computing degree program with Amazon. He was a former president of NC Community College System Office. He has numerous awards, as well as a recipient of the Order of the Long Leaf Pine, NC highest civilian award.
Q: Are community colleges still a good deal in the first 2 years? Average student carries $10k debt for 2 year colleges, $14K debt standard for Wake Tech students. The average 4-year student carries $28K in debt.
A: Be wary of statistics and averages. Geography majors had the largest average salaries. He graduated with Michael Jordan, a geography major. Be proud, diligent, and fight for our students. In the last 10 years, student debt has doubled. Students carry more debt than years before. They carry student debt instead of housing debt. Millenials are not buying houses. North Carolina has in its constitution that higher education should be as free as possible. Ralls is an advocate of debt-free higher education. Averages for tuition allows a student to work 10 hours a week at minimum wage and still pay for their education.
Q:What impactful changes should we see under your leadership in the short run and long run
A: In the past, he was impacted by technology. People struggle with technology because the big dogs have to mark their territory. As a president, he should not immediately leave a mark or make a change. Rather than implementing change right away, get the best knowledge first so as not to make a mistake. There need to be short term and long term changes. Rather than comment and make mistakes, he wants to get the lay of the land. There are not problems on the whole. But here’s some perspective:
He’s been a collegiate leader for 20 years. He believes in the unique role in upward mobility for students in community colleges. Economic mobility has always been our issue in NC and its still an issue. Money is more of a segmentor instead of an integrator. We should be inclusive and proud of it. We should be proud that we take the top 100% of our students. That’s what people need from us.
To be effective, we have to be very good. No one states that they dream of an associates degree. But 25% of HS students and 10% of adults in the county come through our school to reach their dreams. The best jobs we do is when we identify and clear those paths and assist them on their way to the goals. More will come to our institution than any other in Wake County.
Q: Will we be required to complete annual applied benchmarking under your leadership.
A: One thing he does and enjoys is to pop into offices. He’s heard faculty members tell him that applied benchmarking creates a culture of innovation. The process each year is so sped up that the focus is on the process, not the solution. We should not be defined by process, but on the goals. It may be that 1 year is too rapid. He does not know. He’s only been here 4 days. We should always evaluate a process and ensure that it helps us to the goal and isn’t being done for its own sake
Q: How would you foster research initiatives and innovation?
A: I see research is already in the mix. Without a culture of innovation, you’re dying in education. Research is a byproduct of the culture of innovation. You learn from looking out side the institution, listening where the rubber meets the road. We should all have ideas, and ideas should be disseminated from there. He would not like to break anything and certainly not the culture of innovation
Q: scholarship on campus is here. How can we incorporate this into everyone’s work, and how can a budget be added.
A: I’m going to avoid that question. I am unfamiliar with the project, with the budget, etc. He doesn’t have the info and expertise to answer the question.
Q: What do you see are the college biggest challenges?
A: Usually its financial, but I don’t think that’s the case. More likely, it will be dealing with slowing growth. There has been several years of growth. The county is growing, but its not growing like it was. Growth trends are now pretty flat. That’s a good challenge because its not a major drop. We’re likely heading into stability, and that creates new challenges because we don’t have the money (bad news).
We may need to look to retention to be the answer. We’ll need to pay attention, because colleges are used to naturally growing. Economic circumstances change, and we’ll need to worry about a new definition.
Q: Do you plan on evaluating faculty pay to be commisserate with 4-year pay. Low pay leads to excessive turnover.
A: I think I will be fighting for faculty pay for quite some time. It is not a question of equality. the problem becomes the discrepency with working here and for graduates. when its a bump to walk out as a graduate and receive more than the teacher, that’s a major problem. Faculty don’t want to leave, but they are having their salaries doubled. The challenge isn’t hitting the market rate, just to hit the spouse approval rate. I’d work for you, but I cannot tell my wife how much money I’ll make.
Students need knowledgeable faculty. That’s why faculty pay is important.
Q: Do you see faculty tenure installed here?
A: No. There are certain traditional academic ideas which are bad ideas. There are items which are better sells, such as better salaries. Academic salary for research is important, but it cannot be done well without tenure. You earn tenure by researching and publishing in the first six years. We are not built around those items. Its not in our flavor.
ON the flip side, there is no need to have a culture and climate to feel uncomfortable with Ralls being there. Do the right job for your students and you have no fear.
Q: How does faculty governance fit your vision?
A: Faculty-lead decision making. He didn’t have collective decision making. That was a challenge for them because colleges would threaten not to take course credit? What is important is to have structures to allow groups to get together and make decision.
In the SPARK strategic plan, the AACC report lead with principals to evolve CC from idiosyncratic decision to collective decisions. Defaulting to idiosyncractic decision cause problems. Department chair says that only credits for world history should be allowed will cause problems for students. Decisions should be faculty-lead, not leader-based.
Q: Dr. Ralls, if faculty morale is low, we would like your help finding solutions. Have you had issues like this in the past?
A: He has. Morale is like taking temperature. The numbers mean little or nothing without context. What are the specific issues? Morale changes one day to the next. Organizational climate and culture is important. Does the climate add or subtract to our emotions, opinions, etc. What are the things which are causing the challenges? Are they in or out of control? Sometimes there’s no good way. Some things impact morale in ways which seem little.
Morale is not about how you feel now, but how we are challenged and thrive, feeling good about what we do and how we feel about what we’re doing. He wants to work in a good morale location
Q: what is your place on remote work in the workplace
A: computers give flexibility. With flexibility, as long as we’re meeting the needs of the students, you’re fine. A culture of professionalism means values which are important. If the needs of students are being met, don’t impress him by leaving after he sneaks out the door. We need to police one another for professionalism.
Where this breaks down is by letting one another down. Office hours can be a problem. Rules for everything becomes a problem- rule-driven cultures are not good. Professionalism cultures are best. Small rules are troubling.
For years, there were issues with annual leave for staff. You should only have vacation and leave days which are equal among employees. At the end of the day, auditors had to come in and now laws have had to be put in place. We do a job not because of a rule, but because of our levels of professionalism. Don’t get caught up in rules, but be caught up in professionalism.
Q: Any thoughts on communication
A: He would aspire to a forum 1-2 hours at each campus once per semester, just so he can have dialog and conversation.
Q: How should changes be communicated?
A: student-focused and faculty-lead. Not idiosyncratically. You should have the decisions to teach things the way they are taught best. I will always respect the classroom. I respect the classroom process and he’s a distraction. When looking at student curriculum, each step should be clear and lead you somewhere. If we don’t hit the target, and students transfer, that’s a big problem for them. IF they don’t have job skills in the workplace, that’s a big problem for them.
Q: Faculty staffing model: Adjunct or full-time models? Adjuncts do not have office hours.
A: I don’t intend to change anything about that. The needs of all programs are different. Having a strong cadre of full-time faculty is important. Full-time faculty push the programs forward. It wasn’t about teaching the students in the classroom. We get good value from adjuncts, but that experience is very helpful. We need to pay attention because not all colleges are strong in how they orient adjunct faculty.
Adjuncts are just as much a professor as a full-time professor. How we support adjuncts is very important
Q: How do you feel about certifications for faculty and supporting credentials for faculty?
A: behind it completely. 35% of jobs ask for certifications and licensures. you need to be knowledgeable and tell whether the value is real. You need to tell students and know about it. If we work with certification and pay faculty, we don’t need to offer certifications which do not add value. We have live data letting us know what certifications are helpful.
We are not an elite college. The biggest day for most students is the day they are admitted, not graduation. Walking off stage is nice, but demonstrating what they know is as relevant in the workplace.
Q: How do you feel about a reading day for students and faculty?
A: Not going to answer that. Don’t have the information about those items, what might the unintended consequences be?
Q: Across the nation, Community colleges offer Bachelors degrees. What are your thoughts.
A: I am not against BA degrees if its for the right reasons. For some it has to do with hiring and magnet rates, safety, etc. Is the value provided better from a Comm College and 4-year college. There are rationales, but there have to be reasons. Half states have them, started in Florida. Only 4 states allow this. There is a fight in higher education about who can offer these items and why.
One thing to be careful about in this conversation is not to get caught up in the ghiher education arms race. Its not because of an inferiority complex. Every regional wants to be a flagships school. Every flagship wants to be a harbor school.
Otherwise, we’ll get chopped off at the knees because funders don’t want to cover that, and we’ll be challenged in numerous ways. We should lead not with inferiority, but from grassroots efforts. No one is doing research or policy research. we have the strongest university system in the country and this will always be more challenging for us.
Q: It has been rumored, that in the future faculty will be put in the same category as staff. Staff accrue PTO and faculty do not.
A: Won’t happen because of purely technical reasons. Staff earned leave and faculty do not. What we should do? Don’t know a reason to do this. If there is a rumor, he’d like to hear it. At James Sprunt in a previous college a faculty had earned 20 bonus days. These days were not accepted by Wake Technical Community College. Bonus days are problematic.
On 4/17/19 at 8:00am, I attended the Wake Technical Community College Spring Professional Development Conference Session: Faculty Association Breakfast Meeting. This was co-presented by Kathrynne Paul and Kimberly Atkinson of Wake Technical Community College
Faculty Association Breakfast Meeting
Know your senators
Request initiative on budget items
Collaborative Council rundown with Debbie Manness. Will students see attendance, how will we know of new initiatives? Starfish is going away?
The council is a new thing, and everyone was unsure how to proceed. students and association waiting for admin to proceed, and admin waiting for students and faculty to proceed. You can send questions on go portal
Does the college faculty want january PD day on January 2nd, 2020 to be a PD day, or a break day. PD Day may be taken away and another may be added in May. No negative impact will happen.
Question: 2 days added to schedule for May which are originally set as break days. Some people are extremely upset at lost break days which were set as mandatory summer days. Some people only found out 2 weeks ago, and now they are in breach of contract. The new days are removed from 12 month faculty. What can individuals do?
It was brought to our attention that Dr. Green and VP Dietrich had headed up these changes. The original plan was 8-10 days removed, and we’ve been able to reduce this to only 2 days removed. How did the calendar committee not know? This should come down from the system office. The calendar committee was unaware of the situation. While this doesn’t answer the question, you should talk with your immediate supervisors such as department heads and deans. It is a problem as break days are not marked on the calendar directly.