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Listen to Your Entrepreneurs and Don’t Feel Like You Have to Plan Every Minute

Posted By Christine Pigsley, Monday, June 30, 2014
Updated: Monday, June 30, 2014
Submitted by Amy Schulz, Director of Career and Technical Education, Economic Workforce Development
Feather River College
aschulz@frc.edu  

Feather River College received a Coleman Entrepreneurship in Action Grant at the 2013 NACCE Conference to Increase Entrepreneurs' Engagement in Community Colleges through an entrepreneurship succession planning and internship project. Since this was a grant-funded project, we initially thought the activities should be very structured and planned. It doesn’t always work that way in entrepreneurship. We learned that entrepreneurs enjoy the space to be able to reflect. Monthly planning meetings turned into a time of reflection and wonderful unexpected collaborations across sectors. Our advice for engaging entrepreneurs from the community: Build the framework for meetings, book the space, provide food, get out of the way and LISTEN.

So, here is the story of one of our program participants so you can see what it really means to engage with your entrepreneurs and be ready to take the journey with them.

Roxanne Valladao is a living legend in Plumas County. As executive director of Plumas Arts, she is known for bringing in top notch talent to perform in rural and remote Plumas County for over 30 years. Under her leadership at Plumas Arts, she has saved a 150 year-old theatre which earns revenue from playing first run feature films while serving as the cultural heart of community and a venue for live performances. She converted a run-down dive bar on Main Street into a beautiful gallery and retail space, providing entrepreneurial opportunities for local artisans. Her efforts in promoting the arts as a key to cultural and economic development have not gone unnoticed. Tiny Plumas Arts is one of the highest ranking arts commissions in the whole state of California.  When Roxanne and board president, Kara Rockett, participated in the Feather River College Business Succession Pilot, funded by the Coleman Foundation, folks became concerned. Rumors swirled around town. “Is Roxanne retiring?”  “What is Plumas Arts going to do without her?” “Are we still going to get the great talent to come to Quincy?”

Roxanne just turned 60, and she is planning to retire in the next 2-5 years, but not now. The Business Succession Planning pilot was the perfect opportunity to explore succession and to be proactive about how the torch is passed. Like many entrepreneurs, Roxanne has poured her heart and soul into Plumas Arts, building an organization over decades and sustaining it during lean times. Plumas Arts is very personal to her—it is her legacy. It’s not so easy to hand over to just anyone, and it’s not so easy to think about either. After some prompting from the state arts commission, which ranked Plumas Arts as excellent in every category except in succession planning, Roxanne decided to jump on board the Feather River College project.

The Business Succession Planning pilot combines the resources of the college’s entrepreneurship program with those of the internship program. By pairing student mentees with established mentors, the process could be facilitated and documented through the infrastructure of the college programs.  After enrolling in the internship class, Kara as board president was in a good position to participate as a mentee. Kara brings in the perspective and practical concerns of the board and to understand what needs to happen for an eventual transition. Kara could possibly be Roxanne’s successor when and if the time is right. Together Roxanne and Kara have explored delicate issues, such as staffing on a budget and transferring institutional knowledge that Roxanne and her veteran staff know innately. They have also faced the emotional side of succession together. Kara’s sensitivity and good intentions have made this a welcome and joyous process for Roxanne, which she was originally dreading.  

An unexpected benefit of this pairing has been their influence in the community. Just the fact that Roxanne was participating got the community to take notice. What started as concern for the future of Plumas Arts has turned into a healthy dialogue around the future of our local economy and the number of aging entrepreneurs. Who will be the next generation and take over established and beloved businesses and organizations, from non-profits to appliance repair? The magic of the grapevine has been the most powerful marketing tool, and entrepreneurs have approached the team at Feather River College for help with their succession planning. After reviewing and documenting the results of this pilot which included a total of three mentor/mentee pairings, Feather River College and NACCE are releasing a video to share this and more results from our project as well as making information available through our website. In addition, we are planning to continue this project in the Fall 2014 Semester through internships. For more information, please contact Amy Schulz at aschulz@frc.edu. 

Tags:  Coleman Foundation  community college  economic development  entrepreneurship  Feather River College  NACCE  Plumas Arts  succession planning 

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KEEPING ENTREPRENEURS ENGAGED ONLINE WITH VENTURE HIGHWAY

Posted By Barbara Hall, Tuesday, June 17, 2014
Barbara L. Hall
Director, Small Business Center
Rowan-Cabarrus Community College


At the Small Business Center at Rowan-Cabarrus Community College, we serve approximately 500 small business owners through seminars and courses each year, and another 120 through direct services, including counseling and referrals to partner organizations. As part of the North Carolina Small Business Center Network, our objective is to “increase the success rate and the number of viable small businesses in North Carolina by providing high quality, readily accessible assistance to prospective and existing small business owners which will lead to job creation and retention.” Each Small Business Center within the Network is a community-based provider of education and training, counseling, referral and information, and since we are state-funded, we are able to provide these services for free, which is a huge benefit for our local entrepreneurs.

But even when classes and services are free, it can be hard to keep participants motivated. We get a lot of interest, a lot of sign-ups, but in the end, it can be difficult for busy business owners to finish our longer courses – especially when they are online, and interaction is limited. And we know we can’t just give up offering online training, because our clientele need the flexibility. So we had a challenge: find an online resource that had ease of use, a choice of modules, was customizable, was highly interactive, and enabled our instructors to “jump in” and stay in contact with the students throughout the course.

In our research, we met Neil Gilbert and Venture Highway. We decided to adopt Venture Highway as our new online resource because it met all of the above requirements AND its Venture Accelerator curriculum covers Business Model Canvas, which is a critical need with our clients. In my next blog, I’ll talk more about the training needs of small business owners in our territory, and how we’re meeting those needs at our Small Business Center.

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NACCE - Sam's Club Shared Vision

Posted By Tiffany B. Scott, Tuesday, June 03, 2014

Lessons Learned from Selling to the World

Existing and aspiring small business owners operating in today’s economy have a distinct advantage over their predecessors, namely the ability to utilize the Internet to inexpensively and effectively market their products and services to a global audience. Where only a few years ago small business owners were restricted to local sales, the advent of e-commerce has unlocked doors that not long ago would have been impossible to open.

 

Southeast Kentucky Community and Technical College (SKCTC), utilizing funding from a Sam’s Club Shared Vision Grant, recently teamed up with NACCE and other economic development partners to host the first ever Selling to the World Expo in Middlesboro, Ky.

The expo was held over two days on May 15-16 and served as a training session to help small business owners learn how to harness the power of the Web to sell their products to statewide, national, or even global customers.

 

Nearly 100 people from several counties in Kentucky and Tennessee attended sessions covering a variety of topics, from Web design for small businesses and basic bookkeeping, to learning how to ship products across the globe.

 

Other session topics during the two-day conference included:

  • Small Business 101

  • Social Media for Business Growth/ E-Commerce

  • Doing Business with the Government

  • Creating a Winning Business Plan

  • Tapping Into Export Marketing

  • How to Patent Your Product or Idea

  • Fulfillment by Amazon

  • Capital Business Loans

  • USDA Food Sale Guidelines 

  • From Hobby to Profit 

  • QuickBooks

 

The Selling to the World Expo benefited not only small businesses that may be struggling to build an online presence, but also crafters and artisans who spend their weekends selling items locally. The event taught these sellers how to compete online and use various Internet tools and strategies to build their businesses, expand their markets, and boost profits.

 

Planning the expo took many hours in the months leading up to the event. Once the grant application was approved, the college first had to identify and sell the concept to key partner agencies that remain prepared to assist small businesses in all phases of their operation. Partners included the Eastern Kentucky Concentrated Employment Program, Kentucky Highlands Investment Corporation, and Kentucky Small Business Development Corporation.

 

Our partnership with NACCE also paid dividends as we gained valuable knowledge through monthly conference calls and learned how other colleges were utilizing their own grant funds. The SmartSheet feature served as a great place to post examples of event documents for sharing among each participating colleges.

 

NACCE fellows helped develop ideas throughout the planning process, while NACCE branding guidelines, along with those provided by Sam’s Club Giving, proved helpful during the marketing phase.

 

Once the partnerships were in place, we worked to identify our target audience – who in our local communities would be interested in learning the things we hoped to teach. And just as importantly, we decided precisely the information we wanted to present and obtained commitments from presenters who would be volunteering their time over these two days.

 

Because we had the support of the college, along with our partners and industry leaders, we were able to market and host the expo rather inexpensively. In addition to a limited television ad buy, we engaged media throughout the region, which in turn resulted in published press releases and an appearance on WYMT-TV’s weekly “Issues & Answers” program, which is broadcast across Eastern Kentucky as well as parts of West Virginia and Tennessee.

 

We are currently looking to make the Selling to the World Expo an annual event, and there were several lessons we can take from this inaugural experience. First, any subsequent events should likely be held on the weekend. It was difficult for small business owners to give up two full weekdays to attend sessions.

 

Additionally, our target audience should not necessarily be the traditional small business owner with a storefront in downtown, but should include artisans and crafters who sell at roadside markets and regional festivals – essentially anyone with something to sell. This was something we learned early on and were able to incorporate into this year’s expo.

 

Marketing will remain an important factor in making future events a success, and establishing a marketing team is something that should happen on the first day of planning. Future strategies must include face-to-face interaction with small business owners, in addition to securing speaking engagements with area chambers of commerce and community service organizations such as Rotary.

 

Finally, we should locate and reserve keynote speakers early, and offer every session twice if doing concurrent session so that everyone has an opportunity to attend those sessions.

 

 

Throughout the process of planning and hosting Selling to the World, we learned of a surprising number of small businesses in our region that do not have an online presence simply because the idea of it overwhelms the owners. People sometimes need motivation, encouragement, and professional development. We hope we were able to provide that during these two days of instruction, and we hope to continue to foster that development in the years to come.

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Coleman Entrepreneurial College In Action

Posted By Emily Sisk, Thursday, May 01, 2014

Cleveland Community College Walks the Talk When it Comes to Entrepreneurship in Action  

Emily Sisk, Grants Development Coordinator

Cleveland Community College, Shelby, North Carolina

(2013 Coleman Action Grant Awardee)

Cleveland Community College is a member of the 2013 Coleman Action Grantees and our goal in this project has been to strengthen the internal and external teams dedicated to entrepreneurship, map resources for entrepreneurs, and increase enrollment and participation in Entrepreneurship courses, workshops, and events.   

We are finding that the NACCE resources, including the member portal of the website, are excellent resources for instructors. We participated in the NACCE Summit at Catawba Valley Community College (Hickory, NC) in June of 2013, as well as a follow-up visit to CVCC in July for informal benchmarking. We also found a wealth of resources at the 2013 NACCE Conference in Charlotte. The monthly community of practice conference calls have helped share best practices and understanding of the dynamics of community college systems beyond our state and region. Great things are happening in community colleges throughout the country!  

Our process to execute our project has been both focused and rewarding! But it didn’t just start with the grant, our staff spent several years preparing including:

  • Mapping resources available through NACCE and other channels
  • Visiting colleges and communities with proven track records in entrepreneurship development
  • Developing events within the community to foster awareness of entrepreneurship resources available to support entrepreneurial investigation 

We also improved communication between continuing education (non-credit), the Small Business Center, and our curriculum programs at CCC that has created an opportunity to develop stackable, articulated certificate options for students. We now have partnerships with Gardner-Webb University’s Center for Entrepreneurship and Ethics and the Cleveland County K-12 Schools Entrepreneurship programs that creates a continuum of education in Entrepreneurship.  

In less than a year we have identified needed programmatic improvements including reevaluating the Entrepreneur certificate and improving enrollment in respective courses. We are also exploring the possibility for articulated credit from the Small Business Center seminars to credit-based business programs.   

It is really too early to say definitively what has worked or not worked. But we are really excited about our Entrepreneurship Expo, which takes place on April 30th. The event brings together entrepreneur and small business support vendors, includes panel discussions, entrepreneurship and innovation speakers, and a “FastPitch” competition for high school and college teams for a cash prize to help in growing their idea(s)!  

A key lesson learned through this project is that coordinating entrepreneurs and developing programs/resources to support entrepreneurial growth is itself an activity that requires entrepreneurial-type thinking and strategy. Our efforts are bringing excitement and a renewed focus on entrepreneurism in Cleveland County (NC).  

If you foster relationships, bring key community leaders and successful entrepreneurs into the fold you can achieve the right mix of resources and create opportunities for those with the passion and drive to initiate and act upon innovative ideas, business models, and business development. So, go out there and make it happen in your community!

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NACCE - Sam's Club Shared Vision for Small Business

Posted By Mike Daniel, Monday, April 21, 2014

"Who is My Customer?"

Mike Daniel is the Director of the Small Business Development Center at Long Beach City College and established entrepreneur of everything sweet!

As the director of a busy business development center, the most common phrase I hear from small business owners is, “Everyone is my customer.”  Business owners say this when they are really not sure who their target market is or how to reach them.  Many of these businesses simply open their doors every morning and hope that someone finds them!

Long Beach City College’s Small Business Development Center has partnered with NACCE through the Sam’s Club Shared Vision grant to create a subsidized three-day training program targeting small businesses generating between $100,000 to $300,000 in annual sales. This seminar series helps small business owners identify their target markets and educates them on how to reach them and turn them into customers. Each session takes abstract concepts like the “80/20 rule” and turns them into practical and targeted marketing efforts focusing on the customers that generate the most sales for their business.

Since no business is the same, there is no generic marketing plan or template that we can give a small business owner to become successful.  However, we have found success in having the business owners identify their unique and specific target markets and the one or two channels they need to pursue to attract those targets to their business.  We have then followed that up with one-on-one business advising through our Small Business Development Center to help each business owner individually implement his or her new strategy, while creating specific and measurable goals to track their progress.

The key takeaway for this program is that to be successful, the seminar has to be less academic and more practical.  To that end, we created a simple goal/strategy worksheet for each business owner. The worksheet helps business owners to formulate a specific goal for the business, such as increasing revenue by 20% or attracting 200 new fans to a Facebook page.  The next step is to identify the appropriate marketing channels for that particular goal and the distinct and measurable actions that are required. The last step focuses on the criteria by which success will be measured so that they can track their progress toward successfully implementing their marketing campaign.

The fact that most business owners think their target market is everyone is a major reason why most businesses struggle to attract new customers or increase the amount spent by their current customers.  The overall goal of the Long Beach City College Shared Vision grant is to give each business owner a simple and practical plan to identify each business’ unique target market.  The Small Business Development Center then helps these business owners to put their targeted marketing plan in place with expert, hands-on assistance.  Through this small business program, business owners no longer have to sit around hoping someone will find them or waste time and money targeting “everyone”; they can actively seek more of that special 20% that will grow their business.

Long Beach City College is one of seven community colleges granted a NACCE Shared Vision grant sponsored by Sam’s Club.  The Shared Vision grant is aimed at helping improve and increase revenues for small and micro-sized businesses in each of the seven grantees communities.  LBCC is addressing NACCE‘s Presidents for Entrepreneurship (PFEP) initiative by leveraging both community college and community assets to spur innovation and job creation.  For any questions related to this program or to learn more about what Long Beach City College is doing for entrepreneurship, please feel free to call or e-mail Mike Daniel at (562) 938-5115 or mike.daniel@lbcc.edu.

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Coleman Entrepreneurial College in Action

Posted By Carla Hixson, Monday, April 07, 2014

Carla Hixson, Associate Vice President for Continuing Education, Training and Innovation

Bismarck State College, North Dakota (2013 Coleman Action Grants Awardee)

 

Bismarck State College (BSC) has established an Office of Innovation as a way to foster a culture of innovation campus wide. These practices can be applied to creating a culturally rich entrepreneurial community as well.

In 2007, we implemented the Office of Innovation with the mission to create a culture of innovation for faculty, staff and students.  Innovation at BSC must be employee driven, so it became important to approach this new culture as an organizational change. BSC made changes that were clearly connected to our culture not only in operations, systems, and procedures but it also tied innovation to our campus strategies, values, mission, and vision.  We used three talking points to communicate that innovation was part of this cultural change on campus.

  1.  Innovation is important to BSC and to you,
  2.  Innovation is everybody’s job, and
  3.  Innovation can be learned.

This same cultural change approach can be used to incorporate entrepreneurship into your campus and community and our 2013 Coleman Action Grant project is an extension of this in that we are working to Create or Expand Internal & External Teams Dedicated to Entrepreneurship.  But before you embark on a series of activities or program you must ask yourself “is your organization ready?” On a continuum, assess whether “your organization wants to be entrepreneurial” on one end to “your organization is entrepreneurial” on the other end. In helping you assess, ask yourself, do you have operations, systems, and procedures that prevent or discourage entrepreneurial behaviors? Or do you have operations, systems, and procedures that encourage or require entrepreneurial behaviors?

If you have operations, systems, and procedures that prevent or discourage entrepreneurial behavior you can begin to change the culture within your organization along four distinct and important levels. At each level you address the ability to “impact” the organization’s capability to change culturally. The higher the levels number the more impact the activities will have on the organization. That said, the lower the number the easier it is to implement within the organization with relatively minimal time commitment.

Here’s our advice and some potential activities to consider at each level:

Level One: Environment

·         Developing goals and measurements specific to operations, policies and procedures that reinforce desired changes.

·         Establish a physical environment that reinforces the changes.

Examples include: leadership commitment to entrepreneurship announcement, a “kick off” event and a campus wide project.

 

Level Two: Work Structure

·         Establish an organizational structure that will reinforce operational changes.

·         Eliminate rules and policies that hinder performance of new methods and procedures.

·         Create new rules and policies that reinforce entrepreneurship activities

Examples include: an operationally “flat” campus, employee empowerment training, implementation of LEAN office, establish a process to bring ideas forward beyond traditional budgeting process.

 

Level Three: Interpersonal Behaviors

Activities to consider:

·         Replace current training with training that reinforces desired behaviors.

·         Develop goals and measurements that reinforce the desired behaviors and provide rewards.

·         Publicly recognize and reward employees who change.

·         Develop new rewards and recognition that reinforce the desired ways of operating.

·         Establish ceremonies and events that reinforce new ways of doing things, such as awards ceremonies and recognition events for teams and employees who achieve goals or successfully implement changes.

Examples include: training, a certification program, incorporating expected behaviors into job descriptions and performance reviews, entrepreneurship ceremony with individual and team recognition and awards.

Level Four: Values & Norms

Activities to consider:

·         Develop new customs and norms that reinforce the new ways.

·         Incorporate communication that reinforces the new customs and norms.

·         Use multiple channels of communication to deliver consistent messages before, during and after changes are made.

Examples include: An annual dashboard report, individual employees recognizing others for entrepreneurship activities, regular updates to administration and through internal campus communications, and establishment of an external advisory group.

 

Through our journey in campus-wide entrepreneurship, we’ve learned that change within an organization takes time. Activities at each level provide a way for individuals to see entrepreneurial success in the short run and into the future. By applying these same principles to entrepreneurship, it can become an integral part of any culture.

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SHARED VISION FOR SMALL BUSINESS 2014 COHORT

Posted By Randy Schouten MBA, Monday, March 10, 2014

Shared Space Incubator

Within the Miller Business Resource Center (MBRC) at Salt Lake Community College is a business incubator/accelerator called the Miller Business Innovation Center (MBIC). It is a challenge to operate the incubator at a breakeven point, given its physical size (15,000 sf). Its small size also limits the number of potential companies that can be impacted, as well. The MBIC can accommodate approximately 20 to 27 companies, leaving some space for company growth. There are currently 22 resident companies within the incubator, and one resident company has assigned permanent office space.

In an effort to increase the number of companies impacted and to increase revenue, a shared space/virtual incubator program was implemented about fifteen months ago. Companies have access to shared space (24/7) and other services (training rooms, conference room, internet access, counseling/mentoring, mail forwarding, etc.). Fees are very reasonable: $20 to $55 per month depending upon the services used. The response to the shared space program has exceeded expectations with 32 individuals/companies signing up for the program. It is anticipated the program can accommodate approximately 50 companies/individuals given the amount of shared space allocated. Some companies have "graduated" to the resident program.

Some lessons learned from the new program include:

  • Limited space supports a significant number of companies 
  • Low price/low risk is extremely desirable to true start ups
  • Shared space clients will feed into the resident program
  • Introducing the program created a lot of positive buzz in the entrepreneurial community
  • Accept only true startups with growth potential (no service providers, e.g., insurance, consultants, etc.)

The end result – company impacts have increased significantly and revenue has improved, which are two of our goals as part of the Shared Vision project.

Posted 3/5/2014

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Keeping Entrepreneurship at the Center of Workforce Development

Posted By Heather Van Sickle, Tuesday, March 04, 2014

At the end of January, the NACCE Leadership Team traveled to (normally) sunny Florida to attend AACC’s Workforce Development Institute. While there may still be some who argue that workforce development is a separate conversation from entrepreneurship education, I disagree – as would many of the other cutting-edge organizations and movements dedicated to spurring job creation and innovation through entrepreneurship, such as the Kauffman Foundation, the Maker Movement, , and WalMart/Sam’s Club. I talked briefly about this while I was onsite at WDI. Click here to watch the video.

One of those examples is with the “Slingshot Network” of colleges. NACCE has been working closely with AACC and the Kauffman Foundation for over a year with a select group of colleges called the Slingshot Network. The concept of the “slingshot effect” is to convene and support the brightest and most effective colleges together, led by the Kauffman Foundation with guidance from AACC and NACCE for a series of “collision” activities to launch their individual campuses on more creative and faster trajectories than they could achieve alone. In doing so, these Slingshot colleges will create optimal models for other campuses in the NACCE member community to chart their own course.

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Coleman Entrepreneurial College in Action

Posted By Bruce McHenry, Monday, March 03, 2014

Engage, Engage, Engage!

Currently, South Mountain Community College is participating in the Entrepreneurial College in Action Community of Practice with NACCE, The Coleman Foundation, and ten other colleges funded through the grant competition. Our project focuses on the first action step of NACCE’s Presidents for Entrepreneurship Pledge: Create or expand internal teams dedicated to entrepreneurship. To do this, we used Coleman funding to create an Entrepreneurship Advisory Council, which has developed a process to manage and provide venture funds to students to start micro-ventures after completing two prerequisite courses.

As South Mountain continues the path of the entrepreneurial college, I am continually reminded of the need and opportunity for engagement and looking for new “talent” and fresh ideas for your internal and external teams.  Actually ‘reminded’ is a bit too mild.  More like whack-on-the-side-of-the-head/right-cross-to-the-jaw.  Ow!

To paraphrase the old cliché; there is no ‘I’ in entrepreneur.  We are required, requested and presented with occasions for teamwork, collaboration, co-working, and engagement at all levels. Three engagements I continually see as important and valuable can be seen as concentric circles within the campus and surrounding community:

Engage the Community – yes, engaging the local entrepreneurs, small business owners, and those who want to be is both obvious and exciting. However, I try to look further and deeper.  Phoenix, AZ, where South Mountain College is located, is very fortunate to have many others to engage in the entrepreneurial workspace: state and municipal government agencies involved in workforce development and economic gardening; SBDC, SBA, and others offering services, many free or low cost; incubators, accelerators, and co-working spaces seem to be growing and opening weekly; and sister colleges and universities are competing and collaborating to push out both pedagogy and practical assistance.

Engage the College – as academic entrepreneurs, we follow the same path as any entrepreneur; try, fail, learn, grow, and fail again.  Acceptance of failure and the learning that comes from it is sometimes not easy but necessary.  I’m amazed and excited to engage with supportive colleagues across the entire campus who share their learning of trying and failing: from philosophy to counseling, student services to facilities.  Yes, even the facilities folks are in the game and I’m glad!  After all, who makes your campus work and look awesome? Engage to thank them and listen, you will likely be astounded by the lessons they bring forth.

Engage the Students – the last because the most important.  The reason we exist. The heart and soul. The butts in the seat who pay tuition. Those we want to inspire and are inspired by. I’m so glad for the many opportunities to engage our students.  The stories, the passion, the uncertainty, and the determination make it always worthwhile. I’m excited every time a student engages me to talk about their business or business idea.

Engagement is like a scavenger hunt; you never quite know what will turn up but always fun!  When you are inclusive, you will gain best ideas and entrepreneurial thinking from often overlooked places.  Having a diverse set of stakeholders at the table and driving conversations about your entrepreneurial programming helps ensure relevancy of your activities and resources to your community. Additionally, when you have all of the players in your community identified, you can start to leverage each other’s resources, bringing even more to the table than what you start with. Whom have you engaged today and what treasure have you found?

NACCE/Coleman ECIA Community of Practice

Bruce McHenry

Business Faculty

Director, Community Entrepreneurship Center

South Mountain Community College

 

 

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#INNA14 - Creating an OER Course to Enhance Student Learnings

Posted By Karen-Michelle Mirko, Monday, March 03, 2014

Happy to be at The League for Innovation.  Just a few of my notes. Wish I could type faster. Please add your notes to the comments section below.

 

Creating an OER Course to Enhance Student Learnings

Kipp Snow @KippSnow and Brandi Ulrich @BrandiUlrich

Anne Arundel Community College


Open Educational Resources = OER

Why use it?

  • ·         Textbook costs increasing
  • ·         Curriculum Changes daily
  • ·         Improve student success in learning


 

OER used in Face to face class

  • Increased student learning
  • Systemic process in the instruction design

 

EOR Used for Flipped Classroom in Face to Face

Helped instructors to assess student learning

 

Did a Pre-Survey before class started

Used Survey Monkey at beginning and end of course

Student preferences:

  • Read text -  1 out of 26
  • Watch video – 5 out of 26
  • Combo – 20 out of 26

 

What do you think about not having a textbook?

Positive comments from students– text books are expensive, easier, interested in concept

Negative comments from students– rather have book, harder to take notes, hassle to use technology

 

Used a range of OERs

What was the process of collecting resources? {Love comments on how to do this...}

Challenges:

  • ·         Lack of published information
  • ·         Finding Suitable material
  • ·         Formatting appearance
  • ·         Student mindset

 
Rewards
  • Flexible - Could adapt to meet course objectives
  • Real time - Used current events
Grades
In this class, students got higher grades than they usually get using a textbook only

What worked for students?
  • Discussions in class
  • Assignments that made me think like a small business owners
How could we improve class?
  • Spend time with students on explaining concept of OER
  • Be consisent
  • Encourage reading
  • Include industry realted info
  • DO NOT ASSUME EVERYONE HAS ACCESS TO INTERNET. Optimize content for phone and tablet

Challenges for OER
  • There is a lot of junk out there. How do I weed it out? 
  • How to we optimize realtionship with college library so we are using its staff and resources to recommend OERs?
  • How do you work with the curroculm committee who may "require" textbook?



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