Nomination for UPCEA 2014 Strategic Innovation in Online Education Award
Background
In November 2010, University of Missouri Provost, Dr. Brian Foster, announced the transfer of three
units from the Division of Extension to the main campus. After almost a century serving non-traditional
students as part of the land-grant mission, the Center for Distance and Independent Study (CDIS), along
with MU Direct, and Extension Marketing would in future report to the Interim Vice Provost for ELearning, Dr. Jim Spain. This strategic decision recognized the importance of distance and online learning
to the university’s plans to improve student access and for enrollment growth. The challenge was to
merge and realign the three units responsible for the delivery and promotion of online courses and
programs into one innovative unit charged with developing distance programs and courses that would
attract new students to the university and serve the needs of a diverse student body. Under the
direction of the Provost, a faculty task force addressed the issue of online and distance learning in
conjunction with the merger and realignment of the three units. The restructuring necessitated scores
of meetings with administrative offices including, the Registrar, Student Information Systems, Cashiers
Office, Financial Aid, the Graduate School, and almost all academic units. The new unit would serve as a
model for restructuring in higher education.
Goals of the Merger and Realignment
 Creation of a single, self-sustaining organizational structure to serve as the gateway to the
university’s online programs and courses with increased potential for growth
 Improvement in access for students by increasing number of online program and course options
 Merger of three budgets (CDIS, MU Direct, and Extension Marketing)
 Increased efficiency with elimination of duplicative processes
 Transfer of instructional design team to Educational Technologies @ Missouri (ET@MO)
 Simplification of revenue-sharing process with greater incentives for academic units
 Transfer of MU High School to the College of Education
 Creation of Open Entry, Open Exit system to facilitate flexible, year-round enrollment
 Consolidation of units’ Web sites and student billing process
 Implementation of incentive program for faculty to develop new degree and certificate
programs
 Transfer of non-credit self-paced courses to Division of Extension
 Increase in enrollment
Summary of Successful Outcomes
On July 1, 2011, the newly created Mizzou Online officially opened its doors to students. Immediately
following a series of physical moves, involving three separate locations and renovation of some office
space, the new completely self-sustaining entity began to prosper in a single location. The fiscal team
implemented a single budget and set about revamping the revenue-share process for academic units.
The following narrative outlines some of the critical steps involved in the creation of Mizzou Online and
the innovative features that have driven its success.
Prior to the merger of the three units, students who chose flexible, self-paced courses enrolled via the
CDIS Web site, while those who opted for semester-based online programs used the main campus
myZou Web site to enroll. A complete review of the enrollment process was required to allow all
students to use the same registration system. The solution became known as the Open Entry, Open Exit
(OEE) process. (See attached document #2 on Open Entre, Open Exit Enrollment Management
Initiative).With all students now enrolling on one Web site, student services were able to eliminate
duplicative processes.
The greater efficiencies realized by the success of the restructuring initiative meant that a total of eight
positions did not need to be refilled when they became vacant. A series of job reclassifications were in
order, however, to allow for the changing functions required by the demands of online and distance
administration. One example was the creation of a State Regulations Coordinator, a position which was
filled by a long-term professional employee. With careful management, Mizzou Online accomplished its
goals so that no employee lost a job as a result of the restructuring process.
In academic year 2013, Mizzou Online distributed a RFP for the development of distance (online)
programs. Fourteen programs were subsequently funded at a total investment of $2.3 million. The
funded programs will be offered at the graduate and undergraduate levels and represent 11 academic
departments. A second RFP was distributed in Fall 2013. Funding awards will be announced in Spring
2014. (See attached document #3: Request for Proposals). Resources for the RFP process were allocated
from reserves carried forward by the former units. A final figure of $10 million is planned for the
development of additional degree and certificate programs over a four-year period.
Previously housed within the CDIS, the transition of MU High School took over two year to accomplish. 9
faculty and professional employees transferred to the College of Education. This involved moving staff to
another building, a budget separation, the transfer of a range of student services and retraining of staff.
Transfer of the budget was completed by June 30, 2013. Mizzou Online continues to provide services for
the high school program on an interim basis, including maintenance of a high school course database,
registration, server hosting, and bookstore services. A review of all functions will take place in March
2014 prior to the final transfer of services to the College of Education.
In October 2012, having completed the Quality Matters program, the 12-member instructional design
team transferred to another location so that all designers would form part of Educational Technologies
@ Missouri (ET@MO). Mizzou Online continues to transfer funds to ET@MO to support course
development and to collaborate on a variety of online initiatives. During the transition process,
negotiation and collaboration with the College of Arts and Science led to the completion of a set of
guidelines to help faculty and staff adjust to the changes ushered in by the realignment of the units. (See
attached document #4 Guidelines for Programs and Courses Offered Through Mizzou Online).
Following discussions with the Division of Extension, Mizzou Online transferred all non-credit, self-paced
courses to the Division by October 31, 2013. A key component of the institution’s strategic plans, Mizzou
Online now houses online student services, a customized, supported learning management system,
online program coordination, together with marketing and fiscal operations.
Prior to the creation of Mizzou Online, the operating revenue-share ratio was distributed in the
proportion 55%/45%, in favor of participating academic units using a cumbersome calculation system.
Mizzou Online implemented an automated revenue-share distribution system and increased the
percentage payable to academic units in the proportion 60%/40%. In addition, a new revenue-share
distribution for self-paced courses came into effect for fiscal year 2013. (See attached document #5
Operations Guide).
One of the key components of the successful merger was the creation of a single Mizzou Online Web site
to coincide with a dynamic marketing campaign to launch the new unit. Data on number of visitors and
page views reflect increasing traffic with ease of use for students. (See attached document #6 Mizzou
Online Marketing Transition).
As evidence of the success of the restructuring initiative, online enrollment has surged over the past two
years, with an increase of over 50%. For fiscal year 2013, online enrollment surpassed 24,000, a record
level for the institution. (See attached document #7 FY13 Annual Report). To cater for the surge in
enrollment—brought about by the greater efficiency and visibility of a single enrollment site—Mizzou
Online introduced online exam scheduling and an additional proctoring location to meet the increased
student demand for proctoring services.
In conclusion, the creation of Mizzou Online ensured the accomplishment of the goals of the merger and
realignment and the resounding success of the initiative. (See attached document #8: letter of support
from Provost Dr. Brian Foster).This nomination includes the following documents:
1.
2.
3.
4.
5.
6.
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8.
Background, Goals, Summary
OEE
RFP
A&S Guidelines
Operations Guide
Mizzou Online Marketing Transition
FY13 Annual Report
Provost’s letter of support