1. Determine what the customer craves and deliver it. In the case of college and university students, there are limits. Balancing student wants and desires with what they actually need to be successful students and engaged citizens can, in fact, be extremely challenging. “The customer is always right” philosophy practiced by many businesses simply does not fit with the mission of postsecondary institutions. Instead, the role of educators is to advance and apply knowledge, facilitate the exploration of ideas, foster cognitive dissonance, prepare students as lifelong learners and productive workers, and even, hold them accountable for their actions or inactions. Ideally, the college experience should be transformational—helping students become the best person they can be. With that said, failing to align teaching methods, curriculum, academic programs, and institutional services with the needs and expectations of students is a perilous path.
2. Create unexpected value. Incumbent institutions tend to focus on known problems (e.g., student attrition causation factors, poor service delivery, cumbersome processes, undersubscribed programs, insufficient class availability). True disruption seldom occurs in this space. Creating value where it did not exist before or was not expected spawns disruption. In the private sector, such intuitive value ideation is seen in Disney’s “Imagineering” the attractions in its theme parks, Apple’s invention of the iPhone, and Airbnb’s alternative to staying with the multitudes at expensive, disturbingly uniform hotel chains. This is what the authors of Blue Ocean Strategy characterize as swimming in the “blue ocean”, where there are few, if any, competitors (Kim, W. C. & Mauborgne, R., 2005). No disruptor is found in the “red ocean” crowded with similar competitors.
3. Avoid being average. If your school is one of the elite, well-known few, with highly selective admissions, it is not average. However, the vast majority of colleges and universities do not fit this profile. They have to find other ways to distinguish themselves. A capstone student experience, an innovative curriculum, guaranteed internship placement or study abroad, digital career portfolios, or a unique pricing model represent just a few examples. While it would be ideal to find something that makes your institution distinctive throughout the nation or the world, that is highly improbable. A more attainable goal is to position your institution uniquely among your direct competitors.
4. Identify the potential for expansion. As it relates to student enrollment growth, expansion opportunities are usually found within one or more of four domains: (1) thorough penetration of your existing primary market, where the institution and its academic programs have a strong presence, (2) the introduction of new programs into your primary market, (3) promotion of the institution and existing programs in a new market, and (4) diversification—new programs and new markets. Each domain has inherent risks and potential rewards. Risk levels are illustrated in Figure 1 and are described here.
Primary market penetration possesses the lowest risk, requires the least investment of resources, and has the fastest return on investment. Depending on an institution’s primary market, this domain also may produce only modest new enrollments. Option two, mounting new programs in an institution’s existing primary market has risks associated with conducting the proper market research to determine student and industry demand as well as market saturation. Another common risk relates to the degree to which new program offerings are adequately promoted. An obvious upside to this domain is that the institution already has visibility in the market. Takingthecurrent program array to a new marketrequires the time and resources to develop a presence where none has previously existed. Sending recruiters to a new territory once or twice a year is woefully insufficient. Creating such visibility requires a sustained physical presence with area recruiters or alumni volunteers, targeted advertising, networking with schools and other organizations in the region, and strategic partnerships. Finally, diversification carries with it the highest level of risk because it involves assuming all the risks of launching new programs in a market with no prior visibility. If executed effectively, however, this domain can generate an abundance of new students.
5. Disruption always comes at a cost. It is true that your institution may create a disruption by leveraging existing technologies and human capital. Yet, no organization can avoid the cultural and real costs associated with unlearning old ways, creating new programs and business models, scaling innovations, or marketing a new approach. These costs must be weighed judiciously against potential benefits of such a paradigm shift. Once a decision is made to pull the trigger, the change process must be managed carefully with the upfront inclusion of key stakeholders.
6. Equate disruption with innovation, not extinction. The rise of educational disruptors can be unsettling. If disruption is simply perceived as a threat to the way of life in the academy or ignored, the results will be devastating for many higher education institutions. Conversely, if disruption pushes college leaders and enrollment managers out of their comfort zone and they reinvent their institutions, the educational experience of students will be greatly enhanced. In a time of creative destruction, the winners are those who exert extraordinary efforts to go beyond traditional norms, which is not always the early adopters of a new educational model or practice.
7. Successful disruptors pursue four disciplines simultaneously. The four disciplines translated into the higher education lexicon include low costs, relational connections with students, program innovations, and rapid time-to-market. Of these, student connections is the only discipline college and universities excel at consistently. To thrive in a future with a seemingly infinite number of nimble disruptive innovators, educators must compete in the other three disciplines as well.
despite China’s many technological advances, in this new cyberspace race, the West had the lead.
Xi knew he had to act. Within twelve months he revealed his plan to make China a science and technology superpower. By 2030 the country would lead the world in AI, with a sector worth $150 billion. How? By teaching a generation of young Chinese to be the best computer scientists in the world.
Today, the US tech sector has its pick of the finest minds from across the world, importing top talent from other countries – including from China. Over half of Bay Area workers are highly-skilled immigrants. But with the growth of economies worldwide and a Presidential administration hell-bent on restricting visas, it’s unclear that approach can last.
In the UK the situation is even worse. Here, the government predicts there’ll be a shortfall of three million employees for high-skilled jobs by 2022 – even before you factor in the immigration crunch of Brexit. By contrast, China is plotting a homegrown strategy of local and national talent development programs. It may prove a masterstroke.
In 2013 the city’s teenagers gained global renown when they topped the charts in the PISA tests administered every three years by the OECD to see which country’s kids are the smartest in the world. Aged 15, Shanghai students were on average three full years ahead of their counterparts in the UK or US in maths and one-and-a-half years ahead in science.
Teachers, too, were expected to be learners. Unlike in the UK, where, when I began to teach a decade ago, you might be working on full-stops with eleven-year-olds then taking eighteen-year-olds through the finer points of poetry, teachers in Shanghai specialised not only in a subject area, but also an age-group.
Shanghai’s success owed a lot to Confucian tradition, but it fitted precisely the best contemporary understanding of how expertise is developed. In his book Why Don’t Kids Like School? cognitive Dan Willingham explains that complex mental skills like creativity and critical thinking depend on our first having mastered the simple stuff. Memorisation and repetition of the basics serve to lay down the neural architecture that creates automaticity of thought, ultimately freeing up space in our working memory to think big.
Seung-bin Lee, a seventeen-year-old high school graduate, told me of studying fourteen hours a day, seven days a week, for the three years leading up to the Suneung, the fearsome SAT exam taken by all Korean school leavers on a single Thursday each November, for which all flights are grounded so as not to break students’ concentration during the 45 minutes of the English listening paper.
Korea’s childhoods were being lost to a relentless regime of studying, crushed in a top-down system that saw them as cyphers rather than kids.
A decade ago, we consoled ourselves that although kids in China and Korea worked harder and did better on tests than ours, it didn’t matter. They were compliant, unthinking drones, lacking the creativity, critical thinking or entrepreneurialism needed to succeed in the world. No longer. Though there are still issues with Chinese education – urban centres like Shanghai and Hong Kong are positive outliers – the country knows something that we once did: education is the one investment on which a return is guaranteed. China is on course to becoming the first education superpower.
Troublingly, where education in the UK and US has been defined by creativity and independent thinking – Shanghai teachers told me of visits to our schools to learn about these qualities – our direction of travel is now away from those strengths and towards exams and standardisation, with school-readiness tests in the pipeline and UK schools minister Nick Gibb suggesting kids can beat exam stress by sitting more of them. Centres of excellence remain, but increasingly, it feels, we’re putting our children at risk of losing out to the robots, while China is building on its strong foundations to ask how its young people can be high-tech pioneers. They’re thinking big – we’re thinking of test scores.
soon “digital information processing” would be included as a core subject on China’s national graduation exam – the Gaokao – and pictured classrooms in which students would learn in cross-disciplinary fashion, designing mobile phones for example, in order to develop design, engineering and computing skills. Focusing on teaching kids to code was short-sighted, he explained. “We still regard it as a language between human and computer.” (My note: they are practically implementing the Finland’s attempt to rebuild curricula)
“If your plan is for one year,” went an old Chinese saying, “plant rice. If your plan is for ten years, plant trees. If your plan is for 100 years, educate children.” Two and half thousand years later chancellor Gwan Zhong might update his proverb, swapping rice for bitcoin and trees for artificial intelligence, but I’m sure he’d stand by his final point.
Here’s how to evaluate the potential for mobile solutions
Before they set foot in their first class, incoming college students face a maze of requirements and resources that will be critical to their success. So-called “student supports” abound. Yet forty percent of first-year studentsdon’t return the following year, and a growing number report information overload as they navigate campus life amid newfound independence.
The nine in 10 undergraduates who own smartphones are probably familiar with the xkcd about it. College-aged Americans check their devices more than 150 times per day. So it should be no surprise that a growing body of research suggests that mobile solutions can play a critical role in enhancing the student experience.
1. Is the mobile app native?
We’ve all had the frustrating experience of using a smartphone to navigate a page that was designed for a computer. But when designing native mobile apps, developers start with the small screen, which leads to simpler, cleaner platforms that get rid of the clutter of the desktop browsing experience.
As smartphones overtake laptops and desktops as the most popular way for young people to get online, native design is critical for universities to embrace.
2. Is there a simple content management system?
It’s also critical to explore whether mobile apps integrate with an institution’s existing LMS, CMS, and academic platforms. The most effective apps will allow you to draw upon and translate existing content and resources directly into the mobile experience. My note: this is why it is worth experimenting with alternatives to LMS, such as Facebook Groups: they allow ready-to-use SIMPLE mobile interface.
3. Does it allow you to take targeted action?
At-risk or disengaged students often require more targeted communication and engagement which, if used effectively, can prevent them falling into those categories in the first place.
Unlike web-based tools, mobile apps should not only communicate information, but also generate insights and reports, highlighting key information into how students use the platform.
4. Does it offer communication and social networking opportunities?
Teenagers who grew up with chatbots and Snapchat expect instant communication to be part of any online interaction. Instead of making students toggle between the student affairs office and conversations with advisors, mobile platforms that offer in-app messaging can streamline the experience and keep users engaged.
Anxiety is increasingly becoming a serious issue for American teens. Sixty-two percent of incoming freshman surveyed by the American College Health Association said they’d experienced overwhelming anxiety the year before, up from 50-percent in 2011.
The brain is actually three brains: the ancient reptilian brain, the limbic brain, and the cortical brain. This article will focus on the limbic brain, because it may be most important to successfully using interactive video or web-based video. The limbic brain monitors the external world and the internal body, taking in information through the senses as well as body temperature and blood pressure, among others. It is the limbic brain that generates and interprets facial expressions and handles emotions, while the cortical brain handles symbolic activities such as language as well as action and strategizing. The two interact when an emotion is sent from the limbic to the cortical brain and generates a conscious thought; in response to a feeling of fear (limbic), you ask, “what should I do?” (cortical).
The importance of direct eye contact and deciphering body language is also important for sending and picking up clues about social context.
The loss of social cues is important because it may affect the quality of the content of the presentation (by not allowing timely feedback or questions) but also because students may feel less engaged and become frustrated with the interaction, and subsequently lower their assessment of the class and the instructor (Reeves & Nass, 1996). Fortunately, faculty can provide such social cues verbally, once they are aware of the importance of helping students use these new media.
Attachment theory also supports the importance of physical and emotional connections.
As many a struggling teacher knows, students are often impervious to learning new concepts. They may replay the new information for a test, but after time passes, they revert to the earlier (and likely wrong) information. This is referred to as the “power of mental models.” As explained in Marchese (2000), when we view a tree, it is not as if we see the tree in our head, as in photography.
The coping strategies of the two hemispheres are fundamentally different. The left hemisphere’s job is to create a belief system or model and to fold new experiences into that belief system. If confronted with some new information that doesn’t fit the model, it relies on Freudian defense mechanisms to deny, repress or confabulate – anything to preserve the status quo. The right hemisphere’s strategy is to play “Devil’s Advocate,” to question the status quo and look for global inconsistencies. When the anomalous information reaches a certain threshold, the right hemisphere decides that it is time to force a complete revision of the entire model and start from scratch (Ramachandran & Blakeslee, 1998, p. 136).
While much hemispheric-based research has been repudiated as an oversimplification (Gackenbach, 1999), the above description of how new information eventually overwhelms an old world view may be the result of multiple brain functions – some of which work to preserve our models and others to alter – that help us both maintain and change as needed.
Self-talk is the “the root of empathy, understanding, cooperation, and rules that allow us to be successful social beings. Any sense of moral behavior requires thought before action” (Ratey, 2001, p. 255).
Healy (1999) argues that based on what we know about brain development in children, new computer media may be responsible for developing brains that are largely different from the brains of adults. This is because “many brain connections have become specialized for . . . media” (p. 133); in this view, a brain formed by language and reading is different from a brain formed by hypermedia. Different media lead to different synaptic connections being laid down and reinforced, creating different brains in youngsters raised on fast-paced, visually-stimulating computer applications and video games. “Newer technologies emphasize rapid processing of visual symbols . . . and deemphasize traditional verbal learning . . . and the linear, analytic thought process . . . [making it] more difficult to deal with abstract verbal reasoning” (Healy, 1999, p. 142).
Effective communication is one critical characteristics of effective and successful school principal. Research on effective schools and instructional leadership emphasizes the impact of principal leadership on creating safe and secure learning environment and positive nurturing school climate (Halawah, 2005, p. 334)
Halawah, I. (2005). The Relationship between Effective Communication of High School Principal and School Climate. Education, 126(2), 334-345.
Selection of school principals in Hong Kong. The findings confirm a four-factor set of expectations sought from applicants; these are Generic Managerial Skills; Communication and Presentation Skills; Knowledge and Experience; and Religious Value Orientation.
Kwan, P. (2012). Assessing school principal candidates: perspectives of the hiring superintendents. International Journal Of Leadership In Education, 15(3), 331-349. doi:10.1080/13603124.2011.617838
Yee, D. L. (2000). Images of school principals’ information and communications technology leadership. Journal of Information Technology for Teacher Education, 9(3), 287–302. https://doi.org/10.1080/14759390000200097
Catano, N., & Stronge, J. H. (2007). What do we expect of school principals? Congruence between principal evaluation and performance standards. International Journal of Leadership in Education, 10(4), 379–399. https://doi.org/10.1080/13603120701381782
Communication can consist of two large areas:
broadcasting information: PR, promotions, notifications etc.
two-way communication: collecting feedback, “office hours” type of communication, backchanneling, etc.
Further communication initiated by/from principals can have different audiences
Reyes, P., & Hoyle, D. (1992). Teachers’ Satisfaction With Principals’ Communication. The Journal of Educational Research, 85(3), 163–168. https://doi.org/10.1080/00220671.1992.9944433
parents: involvement, feeling of empowerment, support, volunteering
students
board members
community
Epstein, J. L. (1995). School/family/community partnerships – ProQuest. Phi Delta Kappan, 76(9), 701.
Others
Communication and Visualization
The ever-growing necessity to be able to communicate data to different audiences in digestible format.
considering the information discussed in class, split in groups of 4 and develop your institution strategy for effective and modern communication across and out of your school.
U.S. Education Secretary spared no words in her critique of education reform efforts during the Bush and Obama administrations. “I don’t think there is much we can hold onto, from a federal level, that we can say was a real success,”
This is not the first time DeVos has praised personalized learning. The education secretary visited Thomas Russell Middle School in Milpitas, Calif
Her vision of personalized learning has plenty of detractors. Educators and administrators have already begun to voice their reservations about personalized learning in schools. At a gathering of educators in Oakland last October speakers decried what they described as the privatization of public education through the introduction of technology initiatives such as personalized learning. More recently, former AltSchool educator Paul Emerich wrote a blog post titled, “Why I Left Silicon Valley, EdTech, and ‘Personalized’ Learning,” where he offered critiques of the personalized learning movement in his school. The post touched on concerns about his workload and interactions with students.
Parents are raising pressure too. In at least two states, their concerns over screen-time and digital content used in online educational platform has forced districts to suspend the implementation of technology-enabled personalized learning programs such as Summit Learning.
De Vos pointed to previous federal-led education funding programs as a “carrot” that made little or no impact. Her critique is not unfounded: A report published last year by the Education Department’s research division found that the $7 billion School Improvement Grants program made “no significant impacts” on test scores, high school graduation rates or college enrollment.
Common Core is currently adopted in 36 states, according to EdWeek’s Common Core Tracker, last updated September 2017.
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DeVos: ‘Common Core Is Dead’; A Large Online Charter School Is Shut Down
One of the largest online charter schools in the country closed this week amid a financial and legal dispute with the state of Ohio.
Education Secretary Betsy DeVos in a keynote address this week to the American Enterprise Institute.
She also cited a survey by the American Federation of Teachers that 60 percent of its teachers reported having moderate to no influence over the content and skills taught in their own classrooms. That same survey also noted that 86 percent of teachers said they do not feel respected by DeVos.
Minutes from November 29 meeting . (all documents arework in progress)
Consultation groups:
CATT (mixed of collective bargaining and various academic areas), student technology groups, TPR (Technological and Pedagogical Roundtable) – tech issue specific to faculty. not tech admin but broad issues.
Student tech fee commitee, ITS staff, SCSU Divisions (?); Management Team, MN stte system office / CIO; It external review members (?); STCC IT
More on charge of these groups
IT Strategic Planning – Lisa Foss, Phil Thorson, Shelly Mumm, Mike Freer, LaVonne, Joe Ben ueckler
Strategic Planning Team meets in the summer with the Management Team.
System office did the Educause survey w faculty and students. Horizon Report
D2L move to the cloud, domain change.
Lisa Foss; mini swats from SCSU deans . summer shaped a “certain perspectives”
2010 strategic vision for IT (30+ pages) never got off the ground, but the teams are the same. An external 2012 consultant (Koludes COmpany)
IT assessment group (?)
latest discussions: how to consult better campus users (Tom ?)
SCSU Strategic Plan as a template. Using similar/same goals and objectives: 1. engage students. objectives (come from the SCSU plan) a. integrate student learning and support. Strategy and source. This is on the Sharepoint site (Phil Thorson email
SCSU Tech Plan Engaged Students Objectives: what people will be able to do, if the plan is successful. 1.D. change from Engagement to Student Belonging. Analytics and Social Media is in the objectives. the objectives as they are too broad. I understand the need to keep them broad, but as they are they are too broad, which poses the danger of each stakeholder to interpret differently.
training and instruction what is the state and what is the plan. instead of department, can we build a network of people spread across departments. nationally 92% ecar survey https://www.educause.edu/ecar
engaged campus strategic priority. comprehensive technology training (?). the text reads as it is pertaining to IT staff only. Is it? if it is the entire campus, why does not mention it. so it is IT only at this point and needs to be reworded to be clear that included the entire campus. 2010 plan did not think about all different issues of technology in each department. one size fit the entire campus.
Engaged Communities: four campuses – Alnwick, Plymouth, SC and online
technology consortia: how to partner, lead etc
serving community members as community patrons.
what are the tactics comes late. aspirational
what the roadblocks. innovation
efficiencies, automation.
Tom (the faculty from the School of Health and Human Services – telemedicine) Janet Tilstred Communication Disorders
Phil Thorson: how is risk management fit in the complex issues.
Next step: what is this plan mean for COSE, for the other schools?
this why metadata was entered in the post-processed MP4 file using the VLC player
export
H.264 . / iPAD 480p 29.9 fps
Shortcuts:
If you are using Premiere CC: 1. File/New/Sequence. 2. Ctrl M is the shortcut to export (M is for media)
Issues
the two Apple/Macs will deliver error messages with both the export to the MP4 format and for burning the CDs and DVDs.
e.g.
other issues
regular restart required for new capture
error messages e.g.
other issues:
audio. Audio synchronization during the digitization is off. Solution: possible solution is the last of this thread : https://forums.adobe.com/thread/2217377
open in in QT Pro copy an segment then past it into a new QT file and save. It then plays normally in Adobe products.
old Apple desktops. needed to be rebuild and reformatted.
Apple burner issues. issues with Premiere license (bigger organization, bigger bureaucracy – keep the licenses within the library, not with IT or the business department)
old VCRs – one of the VCRs was recording bad audio signal
old VHS tapes: the signal jump makes the digital recording stop, thus requiring a constant attendance of the digitization, instead of letting it be digitized and working on something else
the person who is uploading the digitized VHS movies can “Add Collaborator”
The collaborator can be “co-editor” and / or “co-publisher”
Thus, at the moment, Tom Hegert has been designated to a digitized VHS video as Co-:Publisher and Rhonda Huisman as “Co-Editor.”
Please DO log in into MediaSpace with your STAR ID and confirm that you can locate the video and you can, respectively edit its metadata.
If you can edit the video, this means that the proposed system will work, since the Library can follow the same pattern to “distribute” the videos to the instructors, who these videos are used by; and, respectively these instructors can further control the distribution of the videos in their classes.
issues:
sharing the videos from the generic Library account for MediaSpace to the MediaSPace account of the faculty who had requested the digitization either through sending the link to the video or publish in channel (we called our channel “digitized VHS”)
issue: ripping off content from DVD.
Faculty (mostly teaching online / hybrid courses) want to place teaching material from DVD to MediaSpace. Most DVDs are DRM protected.
Handbreak (https://handbrake.fr/) does not allow ripping DRM-ed DVDs. to bypass this Handbreak issue, we use DVD Decrypter before we run the file through Handbreak
Solutions:
From: “Lanska, Jeremiah K” <Jeremiah.Lanska@ridgewater.edu> Date: Tuesday, September 11, 2018 at 10:03 AM
I use a software on a MAC called MacX DVD Video Converter Pro. https://www.macxdvd.com/
I convert videos to MP4 with this and it just works for just about any DVD. Then upload them to MediaSpace.
From: “Docken, Marti L” <Marti.Docken@saintpaul.edu> Date: Tuesday, September 11, 2018 at 8:17 AM
Good morning Plamen. Here at Saint Paul College, we are asked to get permission from owner when we are looking at making any alterations to a video, tape, etc. This is true of adding closed captioning as well. The attached are forms given by Minnesota State which they may have an updated form.
Thank you and have a wonderful day.
Marti Docken Instructional Technology Specialist 651.846.1339 marti.docken@saintpaul.edu
From: Geri Wilson Sent: Friday, September 14, 2018 3:23 PM
What I do with DVDs is give a warning to the faculty that the MediaSpace link with the captions I’ve created should not be widely shared and should be treated as if it were still a DVD that can be shown in the classroom, but not posted on D2L. Because even if we use those forms, I don’t believe it gives us the right to use the video in a broader way. However, a safer approach might be to burn a new DVD with captions, so that it’s still in the same format that can’t be misused as easily.
Just my 2 cents. Geri
From: “Hunter, Gary B” <Gary.Hunter@minnstate.edu> Date: Friday, September 14, 2018 at 2:55 PM To: Plamen Miltenoff_old <pmiltenoff@stcloudstate.edu> Subject: RE: Process of ripping DVD video to mount it on MediaSpace
I’ll assume the contents of the DVDs are movies/films unless I hear otherwise from you. There’s a lot we need to consider from a copyright perspective. Let me know a day and time that we can touch base via a phone call. Next week my schedule is flexible, so let me know what day and time work for you. Until we speak, here’s some of the information related to making copies of copyrighted works for nonprofit teaching purposes.
There are two sections of the Copyright Act that authorize “copying” of copyrighted works for nonprofit educational purposes. It doesn’t matter if the copyrighted works are being copied from DVDs, CDs, flash drives, a computer’s hard drive, etc., the same sections of the Copyright Act apply.
Section 110(2), also known as the TEACH Act, allows nonprofit educational institutions to make a digital copy of a nondramatic copyrighted work and save it to a server for online and hybrid teaching. I have a TEACH Act checklist on the IP Tools & Forms webpage at http://www.minnstate.edu/system/asa/academicaffairs/policy/copyright/forms.html. The checklist identifies the few things that may not be copied under this section of the Copyright Act. If an instructor meets the various requirements on the checklist, than you can make a digital copy of the entire nondramatic copyrighted work and save it to MediaSpace. For nondramatic works, all MinnState instructors should be able to complete the TEACH Act checklist successfully, so I wouldn’t request a completed checklist from them.
Under the TEACH Act, nonprofit educational institutions are only permitted to make a digital copy of reasonable and limited portions of dramatic copyrighted works. Movies and films are usually dramatic works. Most people in higher education interpret “reasonable and limited portions” to mean something less than the whole and not the entire movie/film. There are several guidance documents on the TEACH Act on the IP Tools & Forms webpage that go into greater detail as to what is reasonable and limited portions. Unfortunately, this section only authorizes the copying of part of the movie/film and not the entire thing.
Section 107 Fair Use of the Copyright Act is the second section that permits copying of copyrighted works for nonprofit educational purposes. Fair Use is used more than any other section to make copies of copyrighted works for nonprofit educational purposes. An instructor needs to complete a fair Use Checklist showing the proposed copying is authorized by fair use. An instructor who completes a Fair Use Checklist that ends up being 50/50 or more in support of fair use for their proposed copying of a copyrighted work, should be able to make the digital copy. Fair Use has some nuances in it for unique situations. Let’s set up a phone call to further discuss them. There is also a flow chart that may helpful at http://www.minnstate.edu/system/asa/academicaffairs/policy/copyright/docs/Flow%20Chart-Using%20video%20in%20Online%20-%20D2L%20Courses.pdf.
We also have to consider whether or not the movies/films were purchased with “personal use” rights or “public performance” rights. Or if an educational license or some similar type of license gives us permission to make copies or publicly perform the movie/film. More layers of the onion that need peeled back to address the copyright concerns.
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Issue: confidentiality
All digitized material is backedup on DVDs, whether faculty wants a DVD or not.
Some video content is confidential (e.g. interviews with patients) and faculty does not want any extra copies, but the DVD submitted to them. How do we archive / do we archive the content then?
Burning (Archiving)
where to store the burned DVDs? their shelf life is 12 years.
DVD’s must be labeled with soft tip perm marker, not labels. labels glue ages quickly.
all our desktops are outdated (5+ years and older). We used two Apple/Macs. OS El Captain, Version 10.11.6, 2.5 Gxz Intel Core i5. 8GB memory, 1333 MHz DDR3, Graphic Card AMD Radeon HD 6750 MD 512 MB
Question about the process of archiving the CDs and DVDs after burning. What is the best way to archive the digitized material? Store the CD and DVDs? Keep them in the “cloud?”
Question about the management of working files: 1. Premiere digitizes the original hi-quality file in .mov format and it is in GB. The export is in .mp4 format and it is in MB. Is it worth to store the GB-size .mov format and for how long, considering that the working station has a limited HDD of 200GB
we decided to export two types of files using Adobe Premiere: a) a low end .MP4 file about several hundred megabites, which respectively is uploaded in SCSU Media Space (AKA Kaltura) and b) one high-end (better quality) one the realm of several GBs, which was the archived copy
We placed a request for two 2TB HDD with the library dean and 10TB file space with the SCSU IT department. Idea being to have the files for MediaSpace readily available on the hardrives, if we have to make them available to faculty and the high-end files being stored on the SCSU file server.
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Nov. 2019: transfer of accounts. The generic SCSULibraryVideo account is discontinued because of the August 2019 transition to the minnstate.edu. Agreed to host the accumulated digitized videos under the private account of one of the team members, who will be assigning the other members and the requesting faculty as co-editors.
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2. correspondence among Greg J, Tom H and Plamen
email correspondence Greg, Tom, Plamen regarding Kaltura account:
From: Greg <gsjorgensen@stcloudstate.edu> Date: Friday, November 17, 2017 at 11:32 AM To: Plamen Miltenoff <pmiltenoff@stcloudstate.edu> Subject: RE: Question Kaltura
Plamen,
Channels are not required using this workflow. Just the collaboration change.
–g–
From: Miltenoff, Plamen Sent: Friday, November 17, 2017 11:31 AM To: Jorgensen, Greg S. <gsjorgensen@stcloudstate.edu>; Hergert, Thomas R. <trhergert@stcloudstate.edu> Subject: Question Kaltura
Greg,
About the channel:
Do I create one channel (videos)?
It seems to be a better idea to create separate channels for each of faculty, who’s videotapes are digitized.
******* any user you wish to collaborate with, will need to first sign in to mediaspace in order to provision their account.**** After they have signed in, you will be able to add them as collaborator.
Once they’ve been added, they will have access to the video in their MedisSpace account.
Like so:
From the My Media area:
Click ‘Filters’:
Then choose either media I can publish, or media I can edit:
If you want to simply change ownership to the requestor (for video available only to a single person), just choose change media owner on the collaboration tab.
The process above will allow for any number of collaborators, in a fashion similar to ‘on reserve’.
–g–
From: Miltenoff, Plamen Sent: Friday, November 17, 2017 11:19 AM To: Jorgensen, Greg S. <gsjorgensen@stcloudstate.edu>; Hergert, Thomas R. <trhergert@stcloudstate.edu> Subject: FW: Supplemental Account Request Status
Tom,
I submitted the request to Greg with the “SCSULibraryVideo” name
Greg, I submitted, Tom, Rachel W and Rhonda H (and you) as “owners.”
Pls, if possible, do not assigned to Tom ownership rights yet and add him later on.
I also received your approval, so I am starting to work on it
This message confirms your request for a new Supplemental Account with the requested username of SCSULibraryVideo. Please allow 2-3 business days for processing. You will be notified by email when your request is approved or denied. You may also check the status of your request by returning to the Supplemental Accounts Maintenance site.
Thank you for your request and please contact us with questions or concerns.
Once you’ve done that, just let me know the name of the account. (LibraryVideoDrop, SCSULibraryVideo, etc….)
I’ll then add it to the Mediaspace access list.
If there’s already an account to which you have access, we can use that, too. Remember, though, credentials will be shared at least between the two of you.
Well, that is a good question. Do we need a “STAR ID” type of account for the library?
If so, who will be the person to talk to. After Diane Schmitt, I do not know who to ask
Tom, can you ask the library dean’s office for any “generic” account?
Greg, for the time being, is it possible to have me as the “owner” of that account? Would that conflict with my current Kaltura account/content?
Can I participate for this project with my student account (as you helpled me several weeks ago restore it for D2L usage)?
Yes, except that there may be needs for multiple faculty to access the files. Think of it as analogous to DVDs on reserve or even in the general collection.
I think we’re hoping for an account from which we can share Library resources such as the digitized versions of VHS tapes that Plamen and I are creating. As I understand it, a closed channel is probably not the best answer. We need a common repository that can have open access to SCSU Kaltura users.
A single account can’t really be shared in the way you’re asking, but we can easily add a dept. supplemental account to Mediaspace. I just need the name of the account.
Depending on what you intend, maybe a closed channel? Create a closed channel and add individuals as needed?
Can you help me create a MediaSpace account for the library use.
How can it be tight up to the STAR ID login specifications?
Is it possible, let’s say Tom and I to use our STAR ID to login into such account?
Any info is welcome…
Plamen
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3. correspondence on the LITA listserv regarding “best practices for in house digital conversion”
From: <lita-l-request@lists.ala.org> on behalf of Sharona Ginsberg <lita-l@lists.ala.org> Reply-To: “lita-l@lists.ala.org” <lita-l@lists.ala.org> Date: Tuesday, November 21, 2017 at 10:07 AM To: “lita-l@lists.ala.org” <lita-l@lists.ala.org> Subject: Re: [lita-l] best practices for in house digital conversion
I’m at an academic rather than public library, but you can see what we offer for digital conversion here: https://www.oswego.edu/library/digital-conversion. We’ve been generally happy with our equipment, and I especially think the Elgato Video Capture device (VHS to digital) is a good tool.
– Sharona
From: <lita-l-request@lists.ala.org> on behalf of Molly Schwartz <mschwartz@metro.org> Reply-To: “lita-l@lists.ala.org” <lita-l@lists.ala.org> Date: Tuesday, November 21, 2017 at 10:03 AM To: “lita-l@lists.ala.org” <lita-l@lists.ala.org> Subject: Re: [lita-l] best practices for in house digital conversion
I would also definitely recommend DCPL’s Memory Lab and the project to build a Memory Lab Network, which is more applicable to public libraries.
best,
Molly
On Tue, Nov 21, 2017 at 10:49 AM, Stewart Wilson <SWilson@onlib.org> wrote:
Hi all,
I know there is a lot of information already out here, but is anyone up for a conversation about media conversion technologies for public library patrons?
I’m interested in best practices and recommended technologies or guides that you use in your system.
Anything that converts projector slides, 35mm, VHS, photographs, cassette, etc.
We are building a new PC for this and 3D rendering, so any recommendations for things like soundcards or video capture cards are also useful.
Thanks for your help; this group is the best.
Stew Wilson
Paralibrarian for Network Administration and Technology
2018 Special Focus: Education in a Time of Austerity and Social Turbulence 21–23 June 2018 University of Athens, Athens, Greece http://thelearner.com/2018-conference
Theme 8: Technologies in Learning
Technology and human values: learning through and about technology
Crossing the digital divide: access to learning in, and about, the digital world
New tools for learning: online digitally mediated learning
Virtual worlds, virtual classrooms: interactive, self-paced and autonomous learning
Ubiquitous learning: using the affordances of the new mediaDistance learning: reducing the distance
Theme 9: Literacies Learning
Defining new literacies
Languages of power: literacy’s role in social access
Instructional responses to individual differences in literacy learning
The visual and the verbal: Multiliteracies and multimodal communications
Literacy in learning: language in learning across the subject areas
The changing role of libraries in literacies learning
Languages education and second language learning
Multilingual learning for a multicultural world
The arts and design in multimodal learning
The computer, internet, and digital media: educational challenges and responses
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PROPOSAL: Paper presentation in a Themed Session
Title
Virtual Reality and Gamification in the Educational Process: The Experience from an Academic Library
short description
VR, AR and Mixed Reality, as well as gaming and gamification are proposed as sandbox opportunity to transition from a lecture-type instruction to constructivist-based methods.
long description
The NMC New Horizon Report 2017 predicts a rapid application of Video360 in K12. Millennials are leaving college, Gen Z students are our next patrons. Higher Education needs to meet its new students on “their playground.” A collaboration by a librarian and VR specialist is testing the opportunities to apply 360 degree movies and VR in academic library orientation. The team seeks to bank on the inheriting interest of young patrons toward these technologies and their inextricable part of a rapidly becoming traditional gaming environment. A “low-end,” inexpensive and more mobile Google Cardboard solution was preferred to HTC Vive, Microsoft HoloLens or comparable hi-end VR, AR and mixed reality products.
The team relies on the constructivist theory of assisting students in building their knowledge in their own pace and on their own terms, rather than being lectured and/or being guided by a librarian during a traditional library orientation tour. Using inexpensive Google Cardboard goggles, students can explore a realistic set up of the actual library and familiarize themselves with its services. Students were polled on the effectiveness of such approach as well as on their inclination to entertain more comprehensive version of library orientation. Based on the lessons from this experiment, the team intends to pursue also a standardized approach to introducing VR to other campus services, thus bringing down further the cost of VR projects on campus. The project is considered a sandbox for academic instruction across campus. The same concept can be applied for [e.g., Chemistry, Physics, Biology) lab tours; for classes, which anticipate preliminary orientation process.
Following the VR orientation, the traditional students’ library instruction, usually conducted in a room, is replaced by a dynamic gamified library instruction. Students are split in groups of three and conduct a “scavenger hunt”; students use a jQuery-generated Web site on their mobile devices to advance through “hoops” of standard information literacy test. E.g., they need to walk to the Reference Desk, collect specific information and log their findings in the Web site. The idea follows the strong interest in the educational world toward gaming and gamification of the educational process. This library orientation approach applies the three principles for gamification: empowers learners; teaches problem solving and increases understanding.
Similarly to the experience with VR for library orientation, this library instruction process is used as a sandbox and has been successfully replicated by other instructors in their classes.
