EN:

This article presents NKI's experiences with online education from the time the idea was conceived in 1985 to the point when the total number of course enrolments exceeded 10,000 in June 2000. The 15 year period covers three generations. The first generation (1985-1994) was characterised by system development and experimentation with emerging technology. The second generation (1994-96) was a period of transition from the EKKO computer conferencing system, which NKI developed for online education, to Internet systems with text-based user interfaces. The third generation, 1996 to the present, began with the introduction of graphic user interfaces and the World Wide Web (WWW) and is characterised by a vigorous expansion and the introduction of large-scale online education.

EN:

Online education is the most exciting segment in the Indian IT space. A host of e-education sites continue to enter the market with focused offerings, linking up students and teachers, almost on a daily basis. This is happening because the new medium seeks to supplement -- not replace -- traditional teaching-learning methodologies. Keeping in view the global and in country/domestic market changes, India has to play a vital role in terms of software exports, skilled manpower support, and online education. With India currently in the midst of a "dotcom" wave, Indira Ghandi National Open University (IGNOU) has taken the initiative in launching online in January 2000 two of its educational computer programmes. In July 2000 it launched twenty capsule courses (each comprising three courses) in different specialization areas of management [http://www.ignou.com/index.htm]. Each of these capsules addresses one specific functional or specialization area, one basic course pertaining to that specialization and a project course. The Bachelor of Information Technology and Advanced Diploma in Information Technology programmes are offered through a Virtual Campus Initiative (VCI). Management Programme capsule courses are offered through Project MEIDS (Management Education through Interactive Delivery Systems).

EN:

In its 30 years of operation, Athabasca University has witnessed the full impact of the growth of online distance education. Its conversion from mixed media course production and telephone/mail tutoring to a variety of electronic information and communication technologies has been heterogeneous across disciplines and programs. Undergraduate programs in business, computing, and some social science programs have largely led the conversion, and all graduate programs have, since their inception, employed various features of online delivery. The parallel conversion of student services has been equally important to the effectiveness of these processes. The implications of this approach for the quality of offerings, support systems, costing, and the primary mandate of the University (which is to remove barriers, not create them) are discussed.

EN:

Deakin is a dual mode university with more than half of its students doing at least part of their study at a distance and with an entrepreneurial arm that provides distance education services for even larger numbers. Online provision has been developing over a decade, enriching traditional distance education in programs with mixtures of on- and off-campus students. It has been supported by central services and corporate applications, leading to reasonable consistency in the thrust. A current aim is to ensure that it is sustainable at a high level of quality.

EN:

The University of South Australia's (UniSA) approach to converting its distance education programs to online delivery is to manage it as a part of establishing an online teaching and learning environment for all of its programs. UniSA's move to online teaching and learning derives from a clear vision of its future, is informed and directed by a comprehensive framework for teaching and learning, and enabled by appropriate structures, processes and resources. The institution has chosen to develop a relatively low-cost, easy to use online teaching and learning environment that has facilitated large-scale conversion to the online mode for all teaching and learning, including traditional distance education.

EN:

Empire State College was founded in 1971 to meet the needs of adult and other nontraditional student populations in the state of New York. Its initial delivery model was individualized instruction with a student working with a full-time faculty member to develop a unique plan of study and learning contracts to support that plan. By 1979, the College established the Center for Distance Learning, which developed and still offers structured, print-based courses to students with no requirement for on-site meetings. It began to experiment with computer-supported learning activities in the late 1980s, employing professional staff to support the exploration of technology and to provide assistance to faculty in instructional design. However, it was not until 1994, with the formal creation of the Center for Learning and Technology, that the development of online courses and programs was systematically pursued. This article outlines the development of online programs since that time, emphasizing the issues and challenges faced by the institution in seeking to provide quality, cost-effective distance education.

EN:

This case study describes how Regents College (soon to be Excelsior College), an accredited, private, distance education institution with administrative offices in Albany, New York addressed the structural, management, and resource issues that came into play when converting distance education programs from print-based and telephone delivery to online delivery. The study uses a systems framework to describe and analyze the circumstances and issues surrounding the creation of six student support services: electronic advising, an electronic peer network, an online database of distance courses, an online bookstore, a virtual library, and an alumni services website.