Chief Learning Officer - July 2008 - (Page 52) CASE STUDY At Michigan LearnPort, Teachers Tap Social Networking BY BILL PERRY Public school teachers typically spend all of their time sharing knowledge with students, not each other. To encourage peer sharing, Michigan Virtual University created Michigan LearnPort, a social networking system that allows teachers in that state to collaborate and distribute ideas and best practices. n 1998, the state of Michigan established Michigan Virtual University (MVU) as a not-for-profit corporation to serve as a champion for online learning. MVU, in partnership with Michigan schools, provides cost-effective services and technology that strengthen teaching. The organization funds its operations with grants, contracts and course fees. Since its founding, MVU has been a leading change agent in Michigan for the use of online tools and resources for developing and sharing knowledge. Beginning in 2002, there has been a steady stream of state and federal laws aimed at improving education. These laws push teachers to participate in professional development (PD), but many educators feel strapped for time and resources when it comes to learning. In 2003, MVU created a Web-based PD delivery system called Michigan LearnPort. Through Michigan LearnPort, school personnel are provided PD programs to help meet personal and district learning requirements. I excited by the presentations. But when teachers returned to their classes and the expert was gone, they had nowhere to go to build on what they learned.” Relaunching Michigan LearnPort With this in mind, Myers and his colleagues set four goals for the relaunch of Michigan LearnPort: 1. Michigan LearnPort will become the premier Web site for delivering PD courses to Michigan educators. 2. It will trim the cost of PD for school districts by delivering training online. Myers envisioned teachers getting education at school, home, libraries, anywhere with an Internet connection — even during the summer months when most schools are closed. 3. Teachers will have a way to sustain what they learn. 4. Michigan LearnPort will serve as a repository for Michigan school districts’ training records. “We weren’t trying to aggregate records simply for the sake of showing compliance with state mandates,” Myers added. “We also wanted this capability so teachers and administrators could have one place to track their professional learning activities from graduate study, seminars and, of course, Michigan LearnPort online courses.” A New Twist for the LMS MVU had experience with learning management system (LMS) software for tracking and distributing training. MVU’s executives knew an LMS was a way for teachers in far-flung districts to easily register and take Finding a Better Way Over the years, MVU and its partner, the Michigan Department of Education, examined the typical ways school districts parcel out PD for teachers. MVU saw room for improvement. “So often, as a school superintendent, I would bring in an expert to address my staff for the purpose of PD,” said David Myers, executive director for Michigan LearnPort. “Lots of people would get 52 Chief Learning Officer • July 2008 • www.clomedia.com http://www.clomedia.com
Table of Contents Feed for the Digital Edition of Chief Learning Officer - July 2008 Chief Learning Officer - July 2008 Contents Imperatives Selling Up, Selling Down Strategies Take Five A Customer-Driven Approach to Molding Tomorrow’s Leaders The Home Depot: Accelerated Leadership CLO Profile Birth of a Salesman: Selling Learning to Solve Business Issues Selling Learning’s Potential at Siemens Transform Corporate Learning With a User Network Wiki Training Increases Productivity for RMC Vanguard Mortgage Lessons From the Feds: Mapping Learning to Strategic Initiatives Department of Labor Centralizes Content Synchronous and Asynchronous: What’s in a Name? Coping With Cultural Barriers to E-Learning The Manager’s Responsibility for Employee Learning Case Study Business Intelligence In Conclusion Chief Learning Officer - July 2008 Chief Learning Officer - July 2008 - (Page Intro) Chief Learning Officer - July 2008 - Chief Learning Officer - July 2008 (Page Cover1) Chief Learning Officer - July 2008 - Chief Learning Officer - July 2008 (Page Cover2) Chief Learning Officer - July 2008 - Chief Learning Officer - July 2008 (Page 3) Chief Learning Officer - July 2008 - Chief Learning Officer - July 2008 (Page 4) Chief Learning Officer - July 2008 - Chief Learning Officer - July 2008 (Page 5) Chief Learning Officer - July 2008 - Chief Learning Officer - July 2008 (Page 6) Chief Learning Officer - July 2008 - Chief Learning Officer - July 2008 (Page 7) Chief Learning Officer - July 2008 - Contents (Page 8) Chief Learning Officer - July 2008 - Contents (Page 9) Chief Learning Officer - July 2008 - Contents (Page 10) Chief Learning Officer - July 2008 - Contents (Page 11) Chief Learning Officer - July 2008 - Imperatives (Page 12) Chief Learning Officer - July 2008 - Imperatives (Page 13) Chief Learning Officer - July 2008 - Selling Up, Selling Down (Page 14) Chief Learning Officer - July 2008 - Selling Up, Selling Down (Page 15) Chief Learning Officer - July 2008 - Strategies (Page 16) Chief Learning Officer - July 2008 - Strategies (Page 17) Chief Learning Officer - July 2008 - Take Five (Page 18) Chief Learning Officer - July 2008 - Take Five (Page 19) Chief Learning Officer - July 2008 - A Customer-Driven Approach to Molding Tomorrow’s Leaders (Page 20) Chief Learning Officer - July 2008 - The Home Depot: Accelerated Leadership (Page 21) Chief Learning Officer - July 2008 - The Home Depot: Accelerated Leadership (Page 22) Chief Learning Officer - July 2008 - The Home Depot: Accelerated Leadership (Page 23) Chief Learning Officer - July 2008 - The Home Depot: Accelerated Leadership (Page 24) Chief Learning Officer - July 2008 - The Home Depot: Accelerated Leadership (Page 25) Chief Learning Officer - July 2008 - CLO Profile (Page 26) Chief Learning Officer - July 2008 - CLO Profile (Page 27) Chief Learning Officer - July 2008 - CLO Profile (Page 28) Chief Learning Officer - July 2008 - CLO Profile (Page 29) Chief Learning Officer - July 2008 - Birth of a Salesman: Selling Learning to Solve Business Issues (Page 30) Chief Learning Officer - July 2008 - Birth of a Salesman: Selling Learning to Solve Business Issues (Page 31) Chief Learning Officer - July 2008 - Birth of a Salesman: Selling Learning to Solve Business Issues (Page 32) Chief Learning Officer - July 2008 - Selling Learning’s Potential at Siemens (Page 33) Chief Learning Officer - July 2008 - Transform Corporate Learning With a User Network (Page 34) Chief Learning Officer - July 2008 - Transform Corporate Learning With a User Network (Page 35) Chief Learning Officer - July 2008 - Transform Corporate Learning With a User Network (Page 36) Chief Learning Officer - July 2008 - Wiki Training Increases Productivity for RMC Vanguard Mortgage (Page 37) Chief Learning Officer - July 2008 - Lessons From the Feds: Mapping Learning to Strategic Initiatives (Page 38) Chief Learning Officer - July 2008 - Lessons From the Feds: Mapping Learning to Strategic Initiatives (Page 39) Chief Learning Officer - July 2008 - Department of Labor Centralizes Content (Page 40) Chief Learning Officer - July 2008 - Department of Labor Centralizes Content (Page 41) Chief Learning Officer - July 2008 - Synchronous and Asynchronous: What’s in a Name? (Page 42) Chief Learning Officer - July 2008 - Synchronous and Asynchronous: What’s in a Name? (Page 43) Chief Learning Officer - July 2008 - Synchronous and Asynchronous: What’s in a Name? (Page 44) Chief Learning Officer - July 2008 - Coping With Cultural Barriers to E-Learning (Page 45) Chief Learning Officer - July 2008 - The Manager’s Responsibility for Employee Learning (Page 46) Chief Learning Officer - July 2008 - The Manager’s Responsibility for Employee Learning (Page 47) Chief Learning Officer - July 2008 - The Manager’s Responsibility for Employee Learning (Page 48) Chief Learning Officer - July 2008 - The Manager’s Responsibility for Employee Learning (Page 49) Chief Learning Officer - July 2008 - Case Study (Page 50) Chief Learning Officer - July 2008 - Case Study (Page 51) Chief Learning Officer - July 2008 - Case Study (Page 52) Chief Learning Officer - July 2008 - Case Study (Page 53) Chief Learning Officer - July 2008 - Business Intelligence (Page 54) Chief Learning Officer - July 2008 - Business Intelligence (Page 55) Chief Learning Officer - July 2008 - Business Intelligence (Page 56) Chief Learning Officer - July 2008 - Business Intelligence (Page 57) Chief Learning Officer - July 2008 - In Conclusion (Page 58) Chief Learning Officer - July 2008 - In Conclusion (Page Cover3) Chief Learning Officer - July 2008 - In Conclusion (Page Cover4)
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