How do institutions use MOOCs; and to what end? • Why do institutions pay thousands of dollars to develop and offer a MOOC on an external platform? • How do institutions determine the effectiveness of their MOOC efforts? • What are the costs associated with producing and delivering a MOOC?
All good questions; questions that policymakers, administrators and other stakeholders within higher education institutions that are considering MOOCs or already engaged with, want [or should want] answers to. The 200+ page report “MOOCs: Expectations and Reality” by Hollands and Tirthali of Columbia University attempt to answer these questions by surveying 83 faculty members, administrators, researchers and other actors within 69 education institutions. The report delivers on the promise of its title—how and why institutions engage, and provides the reader with even more insights.
The report is meaty, worthy of review for anyone with a vested interest in MOOCs of any type. In this post I provide a brief overview of the report, but focus specifically on one aspect of the ‘how‘. I highlight the resources required to develop a MOOC—how many people it requires, the job titles, the [estimated] costs associated with development. This may be useful for readers considering developing a MOOC for a platform such as Coursera or another, or for a cMOOC using a collective course design approach. This report brings into focus just how resource-hungry MOOCs are, and after reading the report, readers considering developing or contributing to the development of a MOOC might feel enlightened, encouraged, or perhaps even discouraged; at the very least, will have a better understanding of MOOCs and their place in higher education institutions.
Who sponsored the report? The Center for Benefit-Cost Studies of Education (CBCSE), a research center at the Teachers College at Columbia University. The mission of the center is “to improve the efficiency with which public and private resources are employed in education“. Note: the report is open and available for download.
Purpose of the Study: Given the work of the CBCSE, and its pursuit of improvement of cost efficiency in education, the report is an extension of its mission. The purpose as outlined in the report, “the study serves as an exploration of the goals of institutions creating or adopting MOOCs and how these institutions define effectiveness of their MOOC initiatives“.
Report Snapshot: The report sample includes 83 administrators, faculty members and researchers, all of which were interviewed, at 62 institutions. The institutions: public and private universities, community colleges, platform providers, research organizations, for-profit education companies and a selection of institutions deemed ‘other’ including one museum (p 180). Of the 62 institutions in the sample, 29 at the time of the study were offering or using MOOCs in some way; the remaining were either not participating or taking a wait-and-see position.
Why a MOOC? One of the reasons this report is instructive for the education community is the inclusion of the data about why institutions offer MOOCs. Many have asked why some institutions (several public higher education institutions) have spent thousands of dollars, invested considerable resources into this method of education delivery to the masses that has yet to be evaluated and tested for effectiveness. The chart below summarizes the six reasons identified.
The above table is merely a snapshot. Each goal is described in further detail within the report. A case study featuring an institution accompanies each which gives a contextual example of the reasons.
A snapshot of How? MOOCs are resource intensive efforts, and the report validates this. Development of a MOOC, and the facilitation of the course once its live (accessible to students) requires significant amounts of time and energy from individuals across several departments within the institution. The faculty member (or members) acting as the subject matter expert for the MOOC requires a team, each with different areas of expertise to support him or her in bringing the content to life and creating an environment of learning for hundreds, if not thousands of course participants.
“Number of faculty members, administrators, and instructional support personnel involved MOOC production teams seldom included fewer than five professionals and, in at least one instance described to us, over 30 people were involved. Faculty members typically reported spending several hundred hours in the production and delivery of a single MOOC” (p 11)
Example of Human Resources Requirements: Case Study 11
Case study 11 provides an excellent example of the commitment of resources needed for developing a course for a MOOC platform which in this example is Coursera. The institution in the case is an unnamed MidWestern University (p 144). The school invited faculty with prior media experience to develop a five to eight week MOOC. This study is representative of the human resources required for development of a MOOC.
Human resources requirements by job title for course development of a MOOC:
2 x Faculty Members: (Subject Matter Experts)
1 x Project Manager: Leads the project, coordinates all elements of development. Liaise with departments as needed within the institution. Manages the project timetable; keeps project on time and on budget
4 x Curriculum Design Team: Instructional Designer (works with faculty to present course content and create a learning environment with it on the course home page). • Instructional Technologist (works with instructional designer) • Video Production Liaison (works with faculty member in production of videos, and liaise with video production team)
5 x Video Production Team: Production Manager • Camera operators/equipment technicians • Audio-technician
In this case study, videos were produced at a high quality, using a full video design team. The final costs were calculated using records from the institutions, though the report authors made some estimates due to lack of detail on some aspects of human resource inputs.
Lecture Videos: Costs and Student Engagement
One of the primary drivers of costs in MOOC development (for platforms such as Coursera, FutureLearn, etc.) is video production. The more complex the video, for instance addition of graphics, multiple cameras used for shooting, post-filming editing, the higher the costs. Low-tech efforts, where there might be one camera person, or even the faculty member self-recording on his or her laptop requires far fewer resources. Some institutions seek a higher quality finished product, which in turn demands a high level of production using a team of video professionals. Accordingly, the costs vary dramatically. ‘MOOCs: Expectation and Realities’ estimates high quality video production at $4,300 per hour of finished video (p 11).
One may be tempted to think that the higher the video quality, the better the learning outcomes. However a report published recently by EDUCAUSE, What Makes an Online Instructional Video Compelling? suggests that students engagement with videos relies upon several factors, including whether or not the video links to an assignment within the course. Furthermore, the average viewing time of videos is less than five minutes (Hibbert, 2014). What this suggests is that videos presenting content must be carefully and strategically planned for during the course development phase, and tied closely to the instructional strategy. Higher production costs does not necessarily mean higher student engagement or learning outcomes.
The report discussed here, ‘MOOCs: Expectation and Realities’ is an important contribution to the MOOC discussion in higher education. In my opinion one of the greatest benefits of the report is the spotlight it puts on the resources required for developing a MOOC, in contrast to the reasons why institutions engage with MOOCs. When one examines closely the reasons, it appears that the amount of resources invested, in some cases is extreme. I agree with the authors in the point they make in the executive summary,
” [we]…conclude that most institutions are not yet making any rigorous attempt to assess whether MOOCs are more or less effective that other strategies to achieve these goals” (p 11).
I’ll add one more point to this, and that’s the need for a complete and comprehensive approach to course design, (applicable to any course) that involves from the beginning, a thorough needs analysis that determines the goals of the organization and how the [potential] course fits into it. It’s only after this analysis that the course design process can proceed.
Hibbert, M. (2014). What Makes an Online Instructional Video Compelling?. EDUCAUSE Review Online. Retrieved from: http://www.educause.edu/ero/article/what-makes-online-instructional-video-compelling
Hollands, F. M., & Tirthali, D. (2014). MOOCs: expectations and reality. Full report. Center for Benefit- Cost Studies of Education, Teachers College, Columbia University, NY. Retrieved from: http://cbcse.org/wordpress/wp- content/uploads/2014/05/MOOCs_Expectations_and_Reality.pdf