Daphne Koller, a co-founder of Coursera, said the company saw the move as a way to improve elementary and secondary education. “Higher education is obviously very important,” she said, “but for many countries, the problem starts a lot sooner.”
Ms. Koller said she hoped some school districts would allow teachers to use Coursera’s courses to satisfy professional-development requirements.
Some of the new teacher-education MOOCs will be part of the company’s Signature Track program, where students pay for the opportunity to take proctored examinations and receive special certificates. The Signature Track program, unveiled in January, has quickly become one of Coursera’s more promising revenue streams, generating $220,000 in its first few months.
World-class universities and the modern trend in higher education to widen one’s global footprintDeveloping and maintaining effective and sustainable transnational operations
In the past ten years there has been substantial growth in offshore education delivery by Australian higher education providers. Transnational education (TNE) has been a key aspect of universities internationalisation strategies with universities increasingly moving offshore in order to attract international students and increase reputation as being a leading international education provider.
As Third World nations develop large middle classes, and their governments seek to educate a growing affluent population, there will continue to be opportunities for niche TNE programmes to up-skill teaching staff of developing universities and to offer degrees and collaborative partnerships. TNE delivery is a major enterprise of Australian education providers and continues to grow strongly (IEAA, Good Practice in Offshore Delivery).
For established universities, transnational initiatives are generally a high-risk, high-reward gamble. There is much to be gained and motivations tend to sit within public service, increased revenue, reputation and overall internationalisation of the university.
Transnational education remains challenging as it draws all elements of the University's operations into play, and requires a shared commitment to support the operations of transnational programs to ensure success.
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