To dial in on your phone: Call: 1-650-429-3300 Access code: 734-378-285 The Rise of K-12 Blended Learning in America Heather C. Staker Senior Research Fellow Innosight Institute Innovation Theory Sustaining and Disruptive Innovations Performance Incumbents nearly always win Time Copyright Clayton M. Christensen Different measure Of Performance Performance Disruptive Innovations create asymmetric competition Incumbents nearly always win 60% on $500,000 45% on $250,000 Time 40% 20% on $2,000 Entrants nearly always win Copyright Clayton M. Christensen Time Disruption in business models has been the dominant mechanism for making things more affordable and accessible Yesterday • Ford • Dept. Stores • Digital Eqpt. • Delta • JP Morgan • Xerox • IBM • Cullinet • AT&T • State universities • Sony DiskMan Today • Toyota • Wal-Mart • Dell • Southwest Airlines • Fidelity • Canon • Microsoft • Oracle • Cingular • Community colleges • Apple iPod Copyright Clayton M. Christensen Disruption of Toyota Copyright Innosight Institute, Inc. Disruption in business models has been the dominant mechanism for making things more affordable and accessible Yesterday • Ford • Dept. Stores • Digital Eqpt. • Delta • JP Morgan • Xerox • IBM • Cullinet • AT&T • State universities • Sony DiskMan Today • Toyota • Wal-Mart • Dell • Southwest Airlines • Fidelity • Canon • Microsoft • Oracle • Cingular • Community colleges • Apple iPod Copyright Clayton M. Christensen Tomorrow • Chery • Internet retail • RIM Blackberry • Air taxis • ETFs • Zink • Linux • Salesforce.com • Skype • Online universities • Cell Phones When they “cram” computers into the traditional model, schools sustain the traditional system Performance Core curriculum Different measure Of Performance Path taken by most schools, foundations and education software companies Time Time Copyright Clayton M. Christensen Disruptions begin in areas of non-consumption • Credit recovery • Professional development • Drop outs • Pre-K • AP/advanced courses • After school • Scheduling conflicts • In the home • Home-schooled and • Incarcerated youth homebound students • In-school suspension • Small, rural, urban schools • School bus commute • Unit recovery • Summer school • Disaster preparedness • Teacher absenteeism • Tutoring Looming budget cuts and teacher shortages are an opportunity, not a threat Copyright Innosight Institute, Inc. Online learning gaining adoption • Enrollments up from 45,000 in 2000 to 1,000,000 in 2007 • 27% of high school students took online course in 2009 • Ambient Insight projects 10.5M students taking online courses by 2014 Copyright Clayton M. Christensen Much of online learning to take place through blending Copyright Innosight Institute, Inc. Copyright Innosight Institute, Inc. Definition of blended learning Any time a student learns in part in a supervised brick-andmortar place away from home and At least in part through online delivery, with some element of student control over time, place, path and/or pace = Copyright Innosight Institute, Inc. Blended learning 6 Models of blended learning F2F Driver Rotation Flex More traditional elements Fewer traditional elements Online Lab Self Blend Online Driver Dimensions LOCATION TYPE OF INSTRUCTION STUDENT INDEPENDENCE EXTRACURRICULARS AND SOCIALIZING Supervised brick and mortar Some potential for flexibility Most potential for remote Face-to-face Mix of both Online delivery Low Medium High Traditional Traditional plus online options Varies from both options to neither option Copyright Innosight Institute, Inc. Model #1: Face-to-Face Driver • Face-to-face teachers deliver most of the curricula • They use online resources to supplement or remediate • Often in the back of the classroom or a lab Case Study: High Tech High Copyright Innosight Institute, Inc. Very skeptical about online for writing Model #2: Rotation • For each course, students rotate on a fixed schedule between online and f2f • “In between” • Sometimes online part is remote • Often same teacher for online and f2f Case Study: Carpe Diem Collegiate High School Copyright Innosight Institute, Inc. Model #3: Flex • Online platform delivers most curricula • F2F teachers provide flexible, as-needed support • Individual tutoring, small group discussion Case Study: Advance Path Academics Copyright Innosight Institute, Inc. Model #4: Online Lab • Online platform delivers entire course, but in brick-and-mortar lab or classroom • Usually online teachers • Paraprofessionals supervise Case Study: Miami-Dade County Public Schools - 7,000 students - 9,000 half-credit courses Copyright Innosight Institute, Inc. Model #5: Self-Blend • Individual student takes online classes a la carte • The online learning is remote • The traditional learning is brick-and-mortar Case Study: Alison Johnson At school: • AP English • Calculus • Spanish 3 • Chemistry • Drill team At home: • AP Computer Science Copyright Innosight Institute, Inc. Model #6: Online Driver • Online platform and teacher deliver all curricula • Students work mostly remotely • F2F check-ins are optional or required Case Study: Albuquerque eCADEMY Alternative School Spend per pupil $10,000 Central Student Supports School Services Administration and Operations Central Student Supports School Services Administration and Operations Instruction Instruction Source: Parthenon Group Copyright Innosight Institute, Inc. Personnel efficiencies Textbook savings Facilities savings School services savings Priorities to capture the potential State and Federal Policymakers Superintendents and Principals Act on Digital Learning Now! recommendations Create uncapped autonomous zones for innovation Eliminate input-based rules (ratios, certifications, procedures, etc.) Focus on outputs. Tie funding and scaling to higher accountability around outcomes Consider strengths and weaknesses of each blendedlearning model To benefit from scaling, must have access to high-quality, affordable content that is adaptive to each student Be prepared to throw out old notions of teacher roles, facility set-up, schedules, grades, and the rest Demand accountability and funding around results, not inputs Copyright Innosight Institute, Inc.