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Leveraging Your Publishing Programs to Support New eLearning Products
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Leveraging Your Publishing Programs to Support New eLearning Products
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Segment:0 .
Hello, everyone. Thanks for joining us. I'm Becky Reinhart. I'm with maverick, and I'm happy to have worked with this esteemed group of people who have all shared some experience with e-learning, developing e-learning products. These people will share their expertise with you on how to use book and journal content and work the internal mechanisms to create new products out of existing content.
You have such valuable content. And what we hope is to inspire you to learn new use, new ways to use it, and making e-learning products. Our first speaker will be Martin Davies. He's going to be presenting remotely, but I'm sure he's here in spirit. Martin's worked at the publishing industry for 30 years and for the last 10 years has specialized in the creation of e-learning solutions for membership associations.
Currently, he is with Maverick and he has been involved in developing the it Academy and he'll share his experience in start up for that. Paul is vice president. Paul is vice president of digital product management and development at the American Medical Association. He's a solutions engineer and product development executive with 22 years experience in transforming medical publications into digital platforms.
Driving audience engagement and revenue growth. Heather is vice president of scientific publishing for the American Heart association, and she oversees a portfolio of 14 journals and publication of 60 to 70 official statements in clinical practice guidelines. Heather has been at the aha for RA21 years and works closely with colleagues in meetings, lifelong learning and scientific publishing to leverage opportunities for growth and collaboration.
And finally, I'm pleased to introduce Andrea Eastman Mullins, founder and CEO of Best end learning. Learning is central to who she is. She she brings digital learning initiatives to life so they can have the broadest impact. Her previous leadership roles were with proquest and Alexander Street Press and have spanned a range of content, including ebooks, journal sales videos, historic maps and underground comics.
Underground comics. OK, I want to hear more about that. And so she is going to share an experience with one of her clients about developing e-learning products for professional development. So I'm going to start off with Martin's presentation and then we'll go on to the next. Thing yes, I will do that. OK it's the right arrow and pushing the right arrow.
I'm off to a flying start here. Down arrow. I'm Hello today I'd like to walk you through my experience of starting e-learning programs from scratch, including the pitfalls. You'll see that I've included nothing about financing your project here.
That's a totally different presentation, which we at Maverick are happy to discuss. Firstly agree your high level objectives. These are usually commercial gain member education or offering e-learning as a member benefit. Once you've decided on these objectives, stick to them throughout your project. Next I would then gather your internal stakeholders. Net I think I promoted this too quickly.
Next, I would then gather your internal stakeholders, but make sure that you haven't got a cast of thousands. I started with about 24 initial stakeholders at the institution of engineering and technology, but whittled them down to around 10 for the final team. I also had a project manager who. Next I would then gather your internal stakeholders, but make sure that you haven't got a cast of thousands.
I started with about 24 initial stakeholders at the institution of engineering and technology, but whittled them down to around 10 for the final team. I also had a project manager who was actually looking after the timelines, the finances and creating the meetings for both our external providers and our internal stakeholders. Next up, market research, market research and more market research examples could include member surveys scanning the market for what's going on in your particular topic areas.
Really researching the competition and looking at what credentials and certifications are out there and whether or not you can compete with these. When I was at the iat, we actually employed Maverick to carry out wide ranging market research for us because we simply didn't have the internal bandwidth to do so. Next steps, start looking at your technology. What technology do you currently have and what do you need?
Do you need a learning management system? Do you need e-commerce functionality? And then what will your integrations look like? Will you need to integrate with finance? Will you need to integrate with your membership database and also your customer marketing database as well? Will there be integrations needed there? This was one of the most complex things we found at the IoT when we were launching the Academy.
So I really, really would dig into this in a lot more detail than you initially think. You'll have to also, does technology form part of the project costs or will it be a centralized cost? Well, considering your learning procurement, I would always recommend to partner, partner and partner. There's no need to build your own these days. Also importantly for membership organizations, check your purchasing governance at the.
We had to go through a request for tender process as well as the RFP process. As your project develops. Don't forget internal communications. Wide ranging internal communications to all employees in the organization are really, really important. But also, think about your governance.
I had to present to the Board of Trustees on a regular basis to council on a regular basis. I presented to the whole of our sales and marketing team and also I got buy in from our membership department to ensure that your stakeholder meetings are regular so that you can update these stakeholders who actually then can communicate out to the business on your behalf to. Ensure that you're in charge of the content and bring your own content team together.
But think about where your content will come from. If you're redeveloping existing content, are you confident in the benefits your project will afford to the customers you want to attract and ensure that you're showing the benefits of e-learning to other educational stakeholders in your business? These benefits can include wider market reach and increased longevity. When you're commissioning new content, who will your authors be and who will produce and publish the content onto your learning management system?
Third party providers can do this for you, but they're expensive and won't make the details decisions you'll inevitably have to make, particularly at the beginning of the project. I've developed e-learning content from books, standards, journals, events, face to face, course provision policy. And also I've commissioned brand new content too. So really it's important that you really audit the content that you want to use and look at its suitability.
Setting a timeline for launch is complicated and involves a whole raft of internal and external stakeholders. You have to bring your technology together. You have to integrate that technology into your current systems. Your content needs to be commissioned, redeveloped and published. Also, all of your stakeholders need to agree on that publication date so that they're with you and are backing the project itself.
Personally, I would set your launch date and then add 6 to 12 months. We started the Academy in June 2015 and we eventually launched three years later in June 2018. It took a lot longer than we thought. Finally ensure that you set a robust go to market strategy. Ensure that you have stakeholder buy in, particularly from your sales and marketing teams. Ensure that those initial high level objectives are being met in your go to market strategy.
Develop those launch campaigns in conjunction with marketing, but ensure that you review your go to market strategy on a regular basis. Your messaging will change as the market reacts to your product. We reviewed our go to market strategy every three months at in its initial phases, and it worked well for us to do so and also ensure that you have marketing buy in for constant promotion.
There are lots of e-learning opportunities out there to choose from. Yours needs to stand out. And finally, best of luck. This is one of the most exciting areas to work in just now. Thank you, Martin. He's not joining us because he's in the UK and it was a little bit of a time lag.
We'll have questions at the end. But meanwhile, I'd like to introduce Paul, who will be giving you some of his experience. Thanks, Becky. How? Yeah. So, hey, everyone.
so I've been working. I'm from journals, I've spent I've been working in journals for 20, 20 something years. Somewhere around 2016, I got pulled into a project. We had just sort of we had just relaunched Jama into the Jama network and it was successful and we were taking a little bit of a break and then got asked to look at this analysis of AMA'S educational program, which looks something like this, and the names don't matter.
It mattered that I not show you the names, but like it just meant we had an enormous amount of platforms to support 16 business units within one organization. So societies tend to have silos. They may likes to be more complicated in almost everything, and this is a good example of that. Um, our goal is to try to make sure all the mission based offerings of the were easy to find by physicians worldwide. Not members, just physicians.
Most of it was free. Some of it wasn't like Jama network's content, but they wanted it all pulled together. And the question of how became a really expensive like the range of prices that we were getting from it and vendors was astronomically like it could go from, well, we could do that for 10,000, we could do that for $10 million. And like there was no range in between because the complication obscured what it would take to get there.
Um, so we, you know, we knew we needed to do it. And one of the first questions that comes up is why not build CME articles into your educational platform and just, you know, force the journal to push those articles over and make them into education? Um, well, there's, there's a lot of complication in that. Quality and cost are a trade off. It takes actually a lot of money to have our production team that produces the volume of articles on a weekly basis that we do and make even one more step to put them on another platform.
Most LMS require you to like hand key everything in and upload a package. There's not a lot of scale to that. And then the end display Jama really cares about HTML looking exactly like the print down to every character, every italics. Everything has to be perfect. We've already built that into our journal's platform in a way that I hadn't done anywhere else.
The idea of trying to get an LMS to present that would be really costly. Discoverability with Google would be impaled impaired. Most LMS have paywalls and you can't index the content and we'd have business model conflicts where we want Jama to continue to be available to institutions plus members plus subscribers. LMS content doesn't handle that that complexity well, or at least it didn't at the time.
So our solution was to build all of our LMS things just directly into our journals platform. That gave us that gave us a lot of new opportunities that weren't afforded by the other way around. Everything that every product we had could now have full text article display, which is a much more user friendly view than sort of side to side flipper, scorm kind of presentation. It kind of breaks the mind, but it doesn't break the user's mind to scroll.
They know how to scroll and they know why they want to, and why would we fight against that? It's good for seo, it's good for Google, it's good for discoverability and it's good for syndication and indexing. Like we already know how to do that on the journal side, so why not share that knowledge? And that led to other opportunities. Like once we kind of figured out how to promote the brands of all the EMS different units, we have things from as disparate as a brand called steps forward to Jama network to code of medical ethics all under one roof.
Well, if we could do all the things that were complicated for the AMA, why can't we help other societies? We're not competitive in this. This is a mission based thing to try to help physicians find all the content that they need for their professional practice. And we've now rolled it out to 35 other societies and growing. We sign more every week on the back end.
This is what our journal's platform looks like now you've got Jama network and you've got all of the hub sites which we use tools to roll them out that our provider provides where we can build sites on our own. We can scale them. We can manage the business the way journals manages journal sites, but it's all one database, it's all one interface, it's all one, one technology with one team supporting it with the same skills allows us to have support for all the business models.
Journals, support IP authentication for journal subscriptions in addition to membership. So we all the different ways in which we need to make money, we can do for education as well. And when we respond to different crises, we can respond as quickly with education as we do with journals. We all know how to build journals like portals to build, to curate content, and to oftentimes automate that content into a single microsite.
We can do that for our education as well, and we are able to have our Jama network, COVID center and then and hub COVID education center, which featured brands from across our universe of providers, not just us, which is a great value to the end users. And last month, when the Dea changed their education requirements, within 24 hours, we had 53 credits on that topic up. It became the number one trafficked page on the Ed Hub overnight, and all of our providers were featured not just AMA, which made it stronger and has more integrity and value for the end user.
So a lot of these things are things. There's concepts that we went through that I think any society can think through. We mean the number one thing was collaboration. I found a really strong partner in my colleague Julie gill, who's the vice president of education, and we both just wanted to solve the problem and looked at every potential way to do it. And if you have that in a partner, which she's one of the best partners I've ever worked with.
Every time there's a conflict that comes up, you figure out a way around it. You figure out a way to answer it truly and to move forward. And that allowed us to, you know, really. Come together as two like minded changemakers to build something that is really hard to do at a society where there are so many silos. It allowed us to build a team where like. I have a team that supports multiple brands, but they all have the same skills and we're able to grow a team without glass ceilings over their heads where like.
There are people that can back each other up. They can fix a technical issue on that Hub or fix a technical issue on Jama network. And both units like have that kind of stability and a support process where it was a lot harder to do it for just one. And definitely to do it for two side by side would have been difficult and it allowed us to start to treat education like content because it is content.
Societies are founded around the idea of easing and disseminating communication between their members. Education isn't special in that. Journals aren't special in that they're all part of the same mission. And if we can treat them all as the dissemination of education, of educational materials, of all of those types, some of different business models, different brands and so forth.
But it allows us to scale our strategies and the way that we think about it. And, you know, you can work with us if you're a physician organization. We don't charge for this. There's free indexing and hosting. We give access to a wider audience. We see this part of the mission of the. We, you know, you get positioning alongside other trusted, evidence based sources of education, and there's all the unified analytics completions and transcription data as part of what we do.
And we do all this in addition to whatever other resources or masses you have. It's all it's all additive. So um, this experiment we've been on is it confers a lot of benefit from the journals team to the rest of the products of the. And it also confirms that same investment and benefit on our partners as well. Thank you.
OK, so you guys get to hear from two big behemoth organizations here. We've put us in the middle of this presentation. So I'm Heather Goodell. I'm the vice president of scientific publishing at the American Heart Association. And for reference, the American Heart Association is a really big organization.
I actually struggled with the number to put on this slide. We're already at $1 billion if you think about volunteer in-kind hours, because we're really a voluntary Health Organization. We're not an accrediting body. But in pure revenue, it's more around like $900 million. I oversee 14 journals. We publish also about 60 to 80 official guidelines and statements each year, which will become relevant later in this conversation.
We have about six meetings annually, two kind of big ones and the other ones that are smaller science meetings. And I would also say actually, having just attended one of those, if this were a basic science meeting, I'm only presenting an abstract because I have no idea how what I'm going to tell you is going to end. So we are just in abstract mode right here, but we also have a large online Learning Catalog for professionals with all kinds of education, with all different types of certifications, and we have about 30,000 members.
And then also unique to a lot of organizations at meetings like this, we also fund research. So that's unusual in the world because we also that money is going to fund research. So that's all great. And for those of us, all those different areas, I just read off the meetings, the members. That's what we call the science side of the business. And so I'm on the science side of the business and our CEO loves to run around talking about being $1 billion organization.
Science doesn't see that money. Science needs to be self-supporting. And I think we all know how meetings and journals are going these days. And so while it's great that as a whole is doing. Gangbusters really. We need to be self-sufficient and we don't work off of donor dollars. And so on the consumer side of the house.
We have what I would call a sales team in place, you know, a corporate structure. They're called corporate relations, but they're out there talking to the big foundations, you know, doing big grants for targeted research funding, or they're talking to Apple or Google or traditional pharma. And they don't understand science. They don't understand the science content, the content that we're putting out with our members.
They help us. You know, typically if they're cutting some sort of big deal, I like to say they don't get out of bed for six figures. Some people will get that reference if you're my age. But they know, they might carve out an education, there might be some big grant and they'll carve out a little bit for professional education and kind of throw science a bone. And we'll get with our members and put together content for them.
But and they do our sponsorship for meetings, you know, because you still need somebody to do that. But we don't really have they don't understand our content. And we don't have our own kind of sales structure. We must work with them. And so we've always been at a disadvantage in kind of an afterthought with this type of structure. And then also some things that we do in this area, we haven't changed in like 20 years.
So Paul talked about an GitHub and again, again a dated reference. There's lots of young people running around, but if you build it, will they come? That is definitely one option and we're actually doing that. But I don't think it's the only option because users can come to you or you can meet them where they are. So actually is similar into arma in that there's lots of silos, there's lots of departments, there's lots of things going on.
We have actually two LMS right now. One has got all of the science content that we create and one has got all the content. So that's actually not in the Office of Science. So anybody who's certified in CPR, you know, that's a whole business in itself really, and that is a big operation and all of their stuff is sitting over here. We're in the process of building one mega education hub that's going to have all of that accredited content, non-accredited content, CPR certification, et cetera.
But what about putting our content where people are? This is what I've been trying to sell back at the aha because I think there's a market for it. So we do this now and it is so ad hoc that it's funny. We know if a person can find the right person at the aha to ask about maybe putting and licensing a stream of captured meeting content for example on their hospital system could be in the us, could be in another country or make it available on a member system if they can even find the right person to talk to at the aha, we will do that.
We don't know what we're doing, but we'll do it, and we get numerous ad hoc requests that eventually we'll find somebody to actually cut an agreement. And though when we do that, we are making it up as far as pricing and everything else. And we know there's a market out there and but we don't do anything proactively on the professional side.
We do not have a structure in place. And on the consumer side, you know, the corporate side, they're not really interested in smaller deals, whereas we're like, well, we'll take any money we can get, basically. So seeing this last year, I was like, there's got to be a way to maybe do something about this. But here's what happens internally. And you heard Paul talk about silos and we've got silos and we have turf wars.
And so what you hear immediately is, well, we've got a group and name a country, any country, and they want to take this content, could be any of the content and make it available. Well, we immediately start twisting in the wind. Well, does this mean they're never going to come to our meeting? Does this mean they're never going to become a member and we just get paralyzed with the potential loss of doing whatever it that is somehow found its way to somebody and we're trying to monetize it.
And meanwhile, those people have moved on looking for some other education opportunity. I mean, it's really kind of sad. And so I've been trying to drive this culture change that we're kind of missing the forest for the trees, for the cheese cheese to I'm hungry. Um, but, you know, it's cannibalizing revenue really a valid concern? I don't think it is.
I think there's a way for both building it and they will come to you, especially when they've got a specific needs. But you can also be where they are. You might be selective about doing it, but it's really kind of a culture change even within my small group because we all are trying to protect. We have this culture of protecting revenue streams and it's like, no, we've got to get beyond that, especially now, especially with meetings.
I've been hit by COVID journals looking in the face. So we've got to start thinking differently. And so what I did is got outside help and it was Maverick in this case, because what we know, we have ad hoc agreements. We know we do random permissions licensing all this stuff with our content. And we know there is a desire for it. We publish a lot of these official statements and guidelines that I talked about, the clinical practice guidelines or stroke guidelines, their diet statements.
Some of it is interesting, some of it is how to model heart failure in a rat. Maybe not a lot of commercial potential, but there's definitely some commercial potential in those official documents and we manage all of that. Our publishers do not. They manage our typical licensing and downstream things for typical journal articles, but not our official content. So I got some outside help and started to try to message this kind of culture change and manage up as far as how could the Office of Science find some more revenue.
And so that's what we did. We looked at all these ad hoc agreements and we looked at what others are doing in this space. Other societies are way better at this. And I'll give a shout out to ASCO because that's who I talk to. They do a really good job at licensing out content. And you've. Got to put someone in charge.
And you've got and through this process, you might identify some low hanging fruit and that. I'll talk about that in a second. Um, but what we, we kind of did this analysis in inventory and you heard Martin talking about inventory. What do you have, what can you put together? And then you need to kind of put a business plan. And that's what I got help with. What kind of staffing do we need?
What would be an initial dollar investment, this culture shift? No, no consultant can help you with that. That's got to come from within. I think know, what's a potential budget, potential projections, looking at what competitors are doing and what you've already done. And there's these ad hoc agreements and then we haven't done a lot of market research, I will say that.
But based on the fact that when I mean, I've had people when they find me, they're like, Oh my god, we've been trying to do this for years and they just don't know who to talk to because we don't have any kind of presence out there to do this. And so I don't rule out market research. But heretofore we haven't done a lot. So I will say that, but we probably should at some point.
And so there's low hanging fruit. So for us. Its permissions. And so those statements and guidelines that I talked about, statistical update, you know, the state of cardiovascular disease in the Uc over the last year yearly statistics. These things drive a lot of what we do. And for 20 years you can find a page if you're lucky, on the American Heart website that says, if you want to reuse a figure from any of our statements or guidelines, you can pay those $200 or $100 or something.
Not much. And no differentiation between for profit non-profit. You'd still talks about cd-roms on this website page. And so there was my low hanging fruit because that actually would add up and do like you could do five figures in revenue without anybody paying attention to it. And it's like, well, let's put some structure in place. But again, we need outside help because we don't know what that structure should be.
So it's looking at the market. And that's something that's our low hanging fruit that we're looking at now. We do have to also overcome. We're very, very we don't want our science used the wrong way. So that's why we manage all that official content that we've commissioned. So there's got to be some human eyes to it, like who wants to use it?
What are they using it for? But we could be able to do that. You know, we think we're going to need some outside help, probably an FTE and a consultant. And so what I've done is we've put all this together, came up with a business plan. But the big content hub that I talked about that we're building, which should launch this summer sometime.
Well, they start hearing about it and say, well, we need to protect the hub. And I'm just like, oh, it's a turf war all over again, but with another business unit entirely. But in my initial discussion, that's why this is only an abstract. I might have, you know, a full paper next year, so check in with me. But you know, right now we know there's some courses that people we want them to come to us.
There's like this stroke scale thing that is just wildly popular. It's like we don't want to put that in place, else they need to come to us. But there could be content that we have that we're OK. Let's let's license it to a hospital system. Let's license it to a group in India, let's license it to whoever wants it and let's advertise it.
We've got to put that structure in place, but we're going to hopefully get there. And because we are the aha, we can actually what I'm trying to do now is kind of talk to them and kind of get everybody used to the idea that we may want to try this and then we can actually see like funds outside our budget cycle to try to stand up a program because, you know, a conservative estimate might be, you know, about a quarter of $1 million the first year.
If we could figure this out based on what we've done, the research we've done so far. So this is kind of a different take at yes, inventory your content, but then realize there's hubs and then there's getting it where people are. And I personally think there's room for both. I could be wrong. Again, this is only an abstract check with me in a year, so I believe that is my last slide and Andrea will be next.
More to come. So now we're going to pivot from thinking about education as professional development to in classroom objects, things that you might teach within the classroom. And that's the project that we worked with our client, UCSB on, is to help them build a teaching hub. And in doing that, it's a story of pretty much everything you've already heard, um, limited resources, um, platform discussions getting started.
They have all the same challenges in a much, much smaller scale. So I wanted to address how they were able to work that through with us. So it's about 900 members. It's a society around entrepreneurship and business, and they're all faculty teaching in the classroom and they have a really strong mission for teaching. Their mission is around bold research and bold teaching, and they really wanted to bring the assets they already had together into one spot.
It would be a member benefit and they could build on top of that. So they're creating all these really great materials, syllabi, conference presentations about in classroom activities, but they just weren't reaching members and they wanted to pull that together better. So from a faculty perspective, usually when you're building a course, you take a syllabus and either adopt a textbook or you supplement it or create your own material list.
And so particularly in entrepreneurship and particularly after covid, people are looking more and more for interactive activities, podcasts, videos and crafting their own courses using this engaging material. How many of you have faculty in your organizations teaching like this or looking for this kind of material online? Some people.
OK well, it's definitely happening in entrepreneurship and we see an opportunity for associations and societies to help curate that and make that process easier for faculty. So just like typically associations are curating and vetting the most important aspects of research, why not teaching? And that's what UCSB thought as well. So they thought, well, the faculty that are part of our organization are the ones publishing in Harvard Business Review and everywhere else, and they're creating these assets as part of their membership.
Why not bring create a teaching hub that they could come to instead of the textbook publishers? And also it could save students money when they're building courses as well. So we had a similar vision there. And the strengths that UCSB had when they looked at the project, of course they have fantastic content. Most of it in the teaching side is a peer review layer through submission, and there's awards given on the teaching side.
They have very active membership. There's a lot of exchange because they're teaching entrepreneurship. They tend to be always looking for the next thing a little bit more innovative. So there was a lot of support for a new idea. But of course their challenges are not different from what we just heard and much, much bigger context.
But even the smaller organization, because they were so lean, their infrastructure became very complex. There are conference videos through one sign on. There are syllabi through another sign on people are using LinkedIn or their email to exchange information. And as a result, members really had no idea how large the content assets were at UCSB.
And so they wanted to make this more discoverable so they could have a broader impact. So we partnered with them to really take their editorial expertise. And Martin talked about advisory groups and stakeholders. And we're providing a tailored kind of lightweight platform to pull everything together and also include external content. So our open resources that faculty can Bookshare and recommend.
And we also on a fractional basis, provide the publishing services so they can make this happen. They really aren't a big enough organization to buy an LMS or to hire another FTE to do the work. So we're taking over the work to do the content curation with their advice and do the metadata, load the content and make it discoverable. So I wanted to show you what that might look like. So that's what we're working on for the fall.
And this kind of lightweight layer will pull together material on their website. It'll pull together. Open content, faculty can upload a podcast or something that they've created or want to recommend for teaching, and we also make that emailing back and forth between members more transparent so you can show that you do recommend something and that will show visually. So you can see that Professor at Duke really recommends teaching with this, and that helps adjuncts who are new to the field, and this would all be closed to members.
So that spirit of sharing and collaboration between each other can be in that discipline specific environment. And so then at the end, faculty will have their own pages. So it's a member benefit. They can share their own teaching resources with other members to get it used more. And they can also recommend materials that they've found. And maybe they really want to promote access to an book that they worked on or another material that they found from a nonprofit.
So they can list it there and show that they recommend it. And then but the way that UCSB is able to help us is understanding what are the key course themes and everything that we are putting online. We're really curating for learning purposes. So this is classroom teaching. So the kind of metadata that they might have for their journals isn't quite the same. We really want to align the curriculum.
So what are they teaching about in the syllabus? So we're working with them to create the metadata and then organize the existing content they already have along those lines. And at the end, it's not a project where they're trying to integrate all this into another platform we're linking out to wherever it lives. It's very lightweight.
So that helps drive traffic to faculty who are creating their own projects. And it also just makes the project much simpler for them overall. And because they're entrepreneurs, they're always thinking entrepreneurially about monetization, right? So this is also an opportunity for them not only to create a member benefit that will be the first part, but there's a pretty high demand for knowing what some of the top entrepreneurship faculty in the country teach with.
And that can be an asset that could be licensed out to public libraries, to practitioners, incubators and accelerators. So that's something that they see could happen down the road as well. It's been really interesting working with them. And just understanding the challenges that and the opportunities that sit within associations and societies.
And if any of you are thinking this through in some way, I'd be happy to chat with you. So think we've got questions and answers now. Thank you very much. Thank you. Thank you, Andrea. I think there's a way we can get online questions, but I'm not going to test my technology skills any further.
So I'm going to just ask you if anybody has any questions. Please step up to the microphone. And and I'm sure the panelists will be happy to respond. We'd like to think that this kind of program is available for everyone. Yes and since Ferguson. Patient is about. Would you like to use the microphone?
The microphone. So what I like a lot of what you said was about resources, that you don't have enough resources. There is no kind of consolidated efforts. And that's why things kind of move in a hectic way, in a sense, not trying to criticize, but imagine that this is not a problem. You have resources, both financial and human.
What would be your goal? Like describe for me. Ideal situation. The goal for is that for either one of us, for like, whoever wants to pick it up. You the dream. The dream scenario. I mean, quite honestly, we're not unlike any other society as big as we are.
As I said, we're kind of our own little unit within science and we want to get our science out there and we know there's a need for it and we know there's a revenue need. I mean, quite honestly, that's what's driving it. When you look at the way publishing and meeting meetings are going and the fact that we haven't changed the way we've done things in eons, we think that there's a way to both get our information out there where people are to build healthier lives, free of cardiovascular disease and stroke and also make some money at it.
We pretty much have a mantra that we can't do something new that's not both. Tied to revenue and tied to the mission. So that's kind of driving everything that the aha does. And so this fits both. I mean, so does the Ed Hub. So that's why we've got some of the tension internally right now. But I think there's room for both, like I said.
Yeah, I think there's a couple of ways to answer it, but I don't think that the problem is resources. I think most societies have resources, but there's a couple of things. Silos lead to disorganization, disorganization of your content and also disorganization around like what you're really doing. And I think if you like, I have a way of thinking about societies like they're there to speed the dissemination of information across a very tight set of specialized members.
That's why we all exist. It's not to have a conference or to have a journal or to have education. All of those are means to an end to make sure that the membership base is smarter because of the society than it would be without it, that we're not reproducing results in the same research triage over and over again in perpetuity. And I think at this point, most societies, at least the publishing side of societies, are not competitors.
Editors are going to compete with content. That's the only differentiator that really matters. But what we do together as publishers will allow us to withstand the real competitors, which are, I think, technology innovators that are taking the space of curation away from publishers. And curation is always what's made us strong. It's always what's made us of value to members. And if we don't, I feel like the disorganization that lets us lose scite of that is really the existential threat for societies.
Yeah, it's how we're structured. I would agree. It's the meetings are not talking to the. Journals are not talking to it like even just within what we are business unit. Because even as I've been going through this, I discovered just last week, you know, efforts around the guidelines that another business unit isn't doing entirely, that is completely reproducing things that we're doing.
And it's like, has anybody talked to each other? Like, why am I putting all my staff through this when we're trying to do this over here? And it's that holistic view. And I don't think societies are used to doing that because we have been in silos and meetings, make their money and journals make their money, and we GoFundMe people and we have meetings, um, put out guidelines and it's, yeah, we've got bodies and they're not organized the right way, quite honestly.
So if I may kind of rephrase what you said, if you would be able to have your content broadly understood, discoverable and especially in an active way, not like I find if I search, but as soon as I start doing something, things similar things come to me on the like essentially without a demand. Just say, OK, you're doing this. But actually is it isn't it similar to this, this and this? This would very much help you to kind of organize this very complex set of information.
OK Thank you. Do we have any other questions? So a very different kind of question that struck me as a, you know, existential kind of. Clayton Christensen, what business are you know, what's the job to be done for a scholarly society or publisher?
This is a more nuts and bolts question. I'm curious to know how any of you is thinking about your metadata strategy for repackaging, repurposing your content. So I noticed, Paul, in one of your slides you noted the importance of using dois to facilitate the porting of digital content across different platforms managed by your own organization.
I wonder if any of you can say a little bit more about how you're either thinking about a metadata strategy to support ongoing curation of content so it can be repurposed for different lines of business as it might be, and also if you can address. How how you think about the metadata wrapper for these new packages of content that you're delivering, if that's something that you're even doing?
Well, I'll say like, I want to be able to licensed content and manage all the business models that we do on my network for all the content of the like. Licensing is important, but you can't license something if you don't you have it. Number one. And if you can't uniquely identify it, you don't know what your licensing like when you have a copyright clearance center link on your website or like that does the preprint or the sale or the little object you're filling out those forms for, you're just filling out a request for a Doi.
The metadata around it isn't what they're buying. It's that Doi stands for a thing. If you can't uniquely identify the thing, you can't sell it. You need a skew. And so like in order for education to be able to be seen as something that you can license, we that's the only way to scale in my mind. Like I'm more of the brass tacks on the back end. If you can't do that, then you all the other talk kind of can get mysterious.
Yeah and I would say I would have to prefer because ideally all of our inventory will be on our editor hub that we're building. And I'm assuming they have a metadata strategy. But I can tell you that sometimes I worry as big as we are because I've been screaming for an information architect for eons now. And I because in an ideal world, I mean, that's my background.
Like at least from graduate school 20 years ago and we don't have that. Like, I'm tired of explaining guideline XML to our people. Like there's, there's information architects out there that can do that and they still don't see the need in that. But so I can't really speak to the metadata strategy of the Ed Hub that we're building now. So it would have to be integral.
But Andrea, I believe you talked a little bit about metadata and the importance of that in a curation plan, and I've found that to be extremely important. When you have a large bolus of content, if you can use your metadata to work for you with your tagging, you can during content development, you can then aid the curation process. And I think mentioned that. Yeah, and that's a really big aspect of the project because it is for a certain purpose, which is classroom teaching.
So if it doesn't align to topics in a syllabus, then you know, it's not meeting faculty needs at that point. So one of the things that organization is doing first before anything else happens is there's an advisory group just focusing on that. What are the right topics, what are the right metadata choices? And thinking, too, about how they may potentially license it out in the future, what does that look like? So in the example of entrepreneurship and applied use of that is very different.
You know, somebody starting a business doesn't want an academic overview of, you know, the history of financial literacy. They want to know exactly how do I fill out this business plan? So the team putting that together is thinking that through early. So and in my experience publishing for so many years, it doesn't really matter what the platform is. It matters how you are organizing the content through that metadata in order to be able to find it.
And so spending some time up front doing that will pay dividends. Anymore Thank you very much for coming. We appreciate it. And we hope that this will give you some ideas four things you can do with your own program and your own valuable content. So thank you.
Segment:0 .
Hello, everyone. Thanks for joining us. I'm Becky Reinhart. I'm with maverick, and I'm happy to have worked with this esteemed group of people who have all shared some experience with e-learning, developing e-learning products. These people will share their expertise with you on how to use book and journal content and work the internal mechanisms to create new products out of existing content.
You have such valuable content. And what we hope is to inspire you to learn new use, new ways to use it, and making e-learning products. Our first speaker will be Martin Davies. He's going to be presenting remotely, but I'm sure he's here in spirit. Martin's worked at the publishing industry for 30 years and for the last 10 years has specialized in the creation of e-learning solutions for membership associations.
Currently, he is with Maverick and he has been involved in developing the it Academy and he'll share his experience in start up for that. Paul is vice president. Paul is vice president of digital product management and development at the American Medical Association. He's a solutions engineer and product development executive with 22 years experience in transforming medical publications into digital platforms.
Driving audience engagement and revenue growth. Heather is vice president of scientific publishing for the American Heart association, and she oversees a portfolio of 14 journals and publication of 60 to 70 official statements in clinical practice guidelines. Heather has been at the aha for RA21 years and works closely with colleagues in meetings, lifelong learning and scientific publishing to leverage opportunities for growth and collaboration.
And finally, I'm pleased to introduce Andrea Eastman Mullins, founder and CEO of Best end learning. Learning is central to who she is. She she brings digital learning initiatives to life so they can have the broadest impact. Her previous leadership roles were with proquest and Alexander Street Press and have spanned a range of content, including ebooks, journal sales videos, historic maps and underground comics.
Underground comics. OK, I want to hear more about that. And so she is going to share an experience with one of her clients about developing e-learning products for professional development. So I'm going to start off with Martin's presentation and then we'll go on to the next. Thing yes, I will do that. OK it's the right arrow and pushing the right arrow.
I'm off to a flying start here. Down arrow. I'm Hello today I'd like to walk you through my experience of starting e-learning programs from scratch, including the pitfalls. You'll see that I've included nothing about financing your project here.
That's a totally different presentation, which we at Maverick are happy to discuss. Firstly agree your high level objectives. These are usually commercial gain member education or offering e-learning as a member benefit. Once you've decided on these objectives, stick to them throughout your project. Next I would then gather your internal stakeholders. Net I think I promoted this too quickly.
Next, I would then gather your internal stakeholders, but make sure that you haven't got a cast of thousands. I started with about 24 initial stakeholders at the institution of engineering and technology, but whittled them down to around 10 for the final team. I also had a project manager who. Next I would then gather your internal stakeholders, but make sure that you haven't got a cast of thousands.
I started with about 24 initial stakeholders at the institution of engineering and technology, but whittled them down to around 10 for the final team. I also had a project manager who was actually looking after the timelines, the finances and creating the meetings for both our external providers and our internal stakeholders. Next up, market research, market research and more market research examples could include member surveys scanning the market for what's going on in your particular topic areas.
Really researching the competition and looking at what credentials and certifications are out there and whether or not you can compete with these. When I was at the iat, we actually employed Maverick to carry out wide ranging market research for us because we simply didn't have the internal bandwidth to do so. Next steps, start looking at your technology. What technology do you currently have and what do you need?
Do you need a learning management system? Do you need e-commerce functionality? And then what will your integrations look like? Will you need to integrate with finance? Will you need to integrate with your membership database and also your customer marketing database as well? Will there be integrations needed there? This was one of the most complex things we found at the IoT when we were launching the Academy.
So I really, really would dig into this in a lot more detail than you initially think. You'll have to also, does technology form part of the project costs or will it be a centralized cost? Well, considering your learning procurement, I would always recommend to partner, partner and partner. There's no need to build your own these days. Also importantly for membership organizations, check your purchasing governance at the.
We had to go through a request for tender process as well as the RFP process. As your project develops. Don't forget internal communications. Wide ranging internal communications to all employees in the organization are really, really important. But also, think about your governance.
I had to present to the Board of Trustees on a regular basis to council on a regular basis. I presented to the whole of our sales and marketing team and also I got buy in from our membership department to ensure that your stakeholder meetings are regular so that you can update these stakeholders who actually then can communicate out to the business on your behalf to. Ensure that you're in charge of the content and bring your own content team together.
But think about where your content will come from. If you're redeveloping existing content, are you confident in the benefits your project will afford to the customers you want to attract and ensure that you're showing the benefits of e-learning to other educational stakeholders in your business? These benefits can include wider market reach and increased longevity. When you're commissioning new content, who will your authors be and who will produce and publish the content onto your learning management system?
Third party providers can do this for you, but they're expensive and won't make the details decisions you'll inevitably have to make, particularly at the beginning of the project. I've developed e-learning content from books, standards, journals, events, face to face, course provision policy. And also I've commissioned brand new content too. So really it's important that you really audit the content that you want to use and look at its suitability.
Setting a timeline for launch is complicated and involves a whole raft of internal and external stakeholders. You have to bring your technology together. You have to integrate that technology into your current systems. Your content needs to be commissioned, redeveloped and published. Also, all of your stakeholders need to agree on that publication date so that they're with you and are backing the project itself.
Personally, I would set your launch date and then add 6 to 12 months. We started the Academy in June 2015 and we eventually launched three years later in June 2018. It took a lot longer than we thought. Finally ensure that you set a robust go to market strategy. Ensure that you have stakeholder buy in, particularly from your sales and marketing teams. Ensure that those initial high level objectives are being met in your go to market strategy.
Develop those launch campaigns in conjunction with marketing, but ensure that you review your go to market strategy on a regular basis. Your messaging will change as the market reacts to your product. We reviewed our go to market strategy every three months at in its initial phases, and it worked well for us to do so and also ensure that you have marketing buy in for constant promotion.
There are lots of e-learning opportunities out there to choose from. Yours needs to stand out. And finally, best of luck. This is one of the most exciting areas to work in just now. Thank you, Martin. He's not joining us because he's in the UK and it was a little bit of a time lag.
We'll have questions at the end. But meanwhile, I'd like to introduce Paul, who will be giving you some of his experience. Thanks, Becky. How? Yeah. So, hey, everyone.
so I've been working. I'm from journals, I've spent I've been working in journals for 20, 20 something years. Somewhere around 2016, I got pulled into a project. We had just sort of we had just relaunched Jama into the Jama network and it was successful and we were taking a little bit of a break and then got asked to look at this analysis of AMA'S educational program, which looks something like this, and the names don't matter.
It mattered that I not show you the names, but like it just meant we had an enormous amount of platforms to support 16 business units within one organization. So societies tend to have silos. They may likes to be more complicated in almost everything, and this is a good example of that. Um, our goal is to try to make sure all the mission based offerings of the were easy to find by physicians worldwide. Not members, just physicians.
Most of it was free. Some of it wasn't like Jama network's content, but they wanted it all pulled together. And the question of how became a really expensive like the range of prices that we were getting from it and vendors was astronomically like it could go from, well, we could do that for 10,000, we could do that for $10 million. And like there was no range in between because the complication obscured what it would take to get there.
Um, so we, you know, we knew we needed to do it. And one of the first questions that comes up is why not build CME articles into your educational platform and just, you know, force the journal to push those articles over and make them into education? Um, well, there's, there's a lot of complication in that. Quality and cost are a trade off. It takes actually a lot of money to have our production team that produces the volume of articles on a weekly basis that we do and make even one more step to put them on another platform.
Most LMS require you to like hand key everything in and upload a package. There's not a lot of scale to that. And then the end display Jama really cares about HTML looking exactly like the print down to every character, every italics. Everything has to be perfect. We've already built that into our journal's platform in a way that I hadn't done anywhere else.
The idea of trying to get an LMS to present that would be really costly. Discoverability with Google would be impaled impaired. Most LMS have paywalls and you can't index the content and we'd have business model conflicts where we want Jama to continue to be available to institutions plus members plus subscribers. LMS content doesn't handle that that complexity well, or at least it didn't at the time.
So our solution was to build all of our LMS things just directly into our journals platform. That gave us that gave us a lot of new opportunities that weren't afforded by the other way around. Everything that every product we had could now have full text article display, which is a much more user friendly view than sort of side to side flipper, scorm kind of presentation. It kind of breaks the mind, but it doesn't break the user's mind to scroll.
They know how to scroll and they know why they want to, and why would we fight against that? It's good for seo, it's good for Google, it's good for discoverability and it's good for syndication and indexing. Like we already know how to do that on the journal side, so why not share that knowledge? And that led to other opportunities. Like once we kind of figured out how to promote the brands of all the EMS different units, we have things from as disparate as a brand called steps forward to Jama network to code of medical ethics all under one roof.
Well, if we could do all the things that were complicated for the AMA, why can't we help other societies? We're not competitive in this. This is a mission based thing to try to help physicians find all the content that they need for their professional practice. And we've now rolled it out to 35 other societies and growing. We sign more every week on the back end.
This is what our journal's platform looks like now you've got Jama network and you've got all of the hub sites which we use tools to roll them out that our provider provides where we can build sites on our own. We can scale them. We can manage the business the way journals manages journal sites, but it's all one database, it's all one interface, it's all one, one technology with one team supporting it with the same skills allows us to have support for all the business models.
Journals, support IP authentication for journal subscriptions in addition to membership. So we all the different ways in which we need to make money, we can do for education as well. And when we respond to different crises, we can respond as quickly with education as we do with journals. We all know how to build journals like portals to build, to curate content, and to oftentimes automate that content into a single microsite.
We can do that for our education as well, and we are able to have our Jama network, COVID center and then and hub COVID education center, which featured brands from across our universe of providers, not just us, which is a great value to the end users. And last month, when the Dea changed their education requirements, within 24 hours, we had 53 credits on that topic up. It became the number one trafficked page on the Ed Hub overnight, and all of our providers were featured not just AMA, which made it stronger and has more integrity and value for the end user.
So a lot of these things are things. There's concepts that we went through that I think any society can think through. We mean the number one thing was collaboration. I found a really strong partner in my colleague Julie gill, who's the vice president of education, and we both just wanted to solve the problem and looked at every potential way to do it. And if you have that in a partner, which she's one of the best partners I've ever worked with.
Every time there's a conflict that comes up, you figure out a way around it. You figure out a way to answer it truly and to move forward. And that allowed us to, you know, really. Come together as two like minded changemakers to build something that is really hard to do at a society where there are so many silos. It allowed us to build a team where like. I have a team that supports multiple brands, but they all have the same skills and we're able to grow a team without glass ceilings over their heads where like.
There are people that can back each other up. They can fix a technical issue on that Hub or fix a technical issue on Jama network. And both units like have that kind of stability and a support process where it was a lot harder to do it for just one. And definitely to do it for two side by side would have been difficult and it allowed us to start to treat education like content because it is content.
Societies are founded around the idea of easing and disseminating communication between their members. Education isn't special in that. Journals aren't special in that they're all part of the same mission. And if we can treat them all as the dissemination of education, of educational materials, of all of those types, some of different business models, different brands and so forth.
But it allows us to scale our strategies and the way that we think about it. And, you know, you can work with us if you're a physician organization. We don't charge for this. There's free indexing and hosting. We give access to a wider audience. We see this part of the mission of the. We, you know, you get positioning alongside other trusted, evidence based sources of education, and there's all the unified analytics completions and transcription data as part of what we do.
And we do all this in addition to whatever other resources or masses you have. It's all it's all additive. So um, this experiment we've been on is it confers a lot of benefit from the journals team to the rest of the products of the. And it also confirms that same investment and benefit on our partners as well. Thank you.
OK, so you guys get to hear from two big behemoth organizations here. We've put us in the middle of this presentation. So I'm Heather Goodell. I'm the vice president of scientific publishing at the American Heart Association. And for reference, the American Heart Association is a really big organization.
I actually struggled with the number to put on this slide. We're already at $1 billion if you think about volunteer in-kind hours, because we're really a voluntary Health Organization. We're not an accrediting body. But in pure revenue, it's more around like $900 million. I oversee 14 journals. We publish also about 60 to 80 official guidelines and statements each year, which will become relevant later in this conversation.
We have about six meetings annually, two kind of big ones and the other ones that are smaller science meetings. And I would also say actually, having just attended one of those, if this were a basic science meeting, I'm only presenting an abstract because I have no idea how what I'm going to tell you is going to end. So we are just in abstract mode right here, but we also have a large online Learning Catalog for professionals with all kinds of education, with all different types of certifications, and we have about 30,000 members.
And then also unique to a lot of organizations at meetings like this, we also fund research. So that's unusual in the world because we also that money is going to fund research. So that's all great. And for those of us, all those different areas, I just read off the meetings, the members. That's what we call the science side of the business. And so I'm on the science side of the business and our CEO loves to run around talking about being $1 billion organization.
Science doesn't see that money. Science needs to be self-supporting. And I think we all know how meetings and journals are going these days. And so while it's great that as a whole is doing. Gangbusters really. We need to be self-sufficient and we don't work off of donor dollars. And so on the consumer side of the house.
We have what I would call a sales team in place, you know, a corporate structure. They're called corporate relations, but they're out there talking to the big foundations, you know, doing big grants for targeted research funding, or they're talking to Apple or Google or traditional pharma. And they don't understand science. They don't understand the science content, the content that we're putting out with our members.
They help us. You know, typically if they're cutting some sort of big deal, I like to say they don't get out of bed for six figures. Some people will get that reference if you're my age. But they know, they might carve out an education, there might be some big grant and they'll carve out a little bit for professional education and kind of throw science a bone. And we'll get with our members and put together content for them.
But and they do our sponsorship for meetings, you know, because you still need somebody to do that. But we don't really have they don't understand our content. And we don't have our own kind of sales structure. We must work with them. And so we've always been at a disadvantage in kind of an afterthought with this type of structure. And then also some things that we do in this area, we haven't changed in like 20 years.
So Paul talked about an GitHub and again, again a dated reference. There's lots of young people running around, but if you build it, will they come? That is definitely one option and we're actually doing that. But I don't think it's the only option because users can come to you or you can meet them where they are. So actually is similar into arma in that there's lots of silos, there's lots of departments, there's lots of things going on.
We have actually two LMS right now. One has got all of the science content that we create and one has got all the content. So that's actually not in the Office of Science. So anybody who's certified in CPR, you know, that's a whole business in itself really, and that is a big operation and all of their stuff is sitting over here. We're in the process of building one mega education hub that's going to have all of that accredited content, non-accredited content, CPR certification, et cetera.
But what about putting our content where people are? This is what I've been trying to sell back at the aha because I think there's a market for it. So we do this now and it is so ad hoc that it's funny. We know if a person can find the right person at the aha to ask about maybe putting and licensing a stream of captured meeting content for example on their hospital system could be in the us, could be in another country or make it available on a member system if they can even find the right person to talk to at the aha, we will do that.
We don't know what we're doing, but we'll do it, and we get numerous ad hoc requests that eventually we'll find somebody to actually cut an agreement. And though when we do that, we are making it up as far as pricing and everything else. And we know there's a market out there and but we don't do anything proactively on the professional side.
We do not have a structure in place. And on the consumer side, you know, the corporate side, they're not really interested in smaller deals, whereas we're like, well, we'll take any money we can get, basically. So seeing this last year, I was like, there's got to be a way to maybe do something about this. But here's what happens internally. And you heard Paul talk about silos and we've got silos and we have turf wars.
And so what you hear immediately is, well, we've got a group and name a country, any country, and they want to take this content, could be any of the content and make it available. Well, we immediately start twisting in the wind. Well, does this mean they're never going to come to our meeting? Does this mean they're never going to become a member and we just get paralyzed with the potential loss of doing whatever it that is somehow found its way to somebody and we're trying to monetize it.
And meanwhile, those people have moved on looking for some other education opportunity. I mean, it's really kind of sad. And so I've been trying to drive this culture change that we're kind of missing the forest for the trees, for the cheese cheese to I'm hungry. Um, but, you know, it's cannibalizing revenue really a valid concern? I don't think it is.
I think there's a way for both building it and they will come to you, especially when they've got a specific needs. But you can also be where they are. You might be selective about doing it, but it's really kind of a culture change even within my small group because we all are trying to protect. We have this culture of protecting revenue streams and it's like, no, we've got to get beyond that, especially now, especially with meetings.
I've been hit by COVID journals looking in the face. So we've got to start thinking differently. And so what I did is got outside help and it was Maverick in this case, because what we know, we have ad hoc agreements. We know we do random permissions licensing all this stuff with our content. And we know there is a desire for it. We publish a lot of these official statements and guidelines that I talked about, the clinical practice guidelines or stroke guidelines, their diet statements.
Some of it is interesting, some of it is how to model heart failure in a rat. Maybe not a lot of commercial potential, but there's definitely some commercial potential in those official documents and we manage all of that. Our publishers do not. They manage our typical licensing and downstream things for typical journal articles, but not our official content. So I got some outside help and started to try to message this kind of culture change and manage up as far as how could the Office of Science find some more revenue.
And so that's what we did. We looked at all these ad hoc agreements and we looked at what others are doing in this space. Other societies are way better at this. And I'll give a shout out to ASCO because that's who I talk to. They do a really good job at licensing out content. And you've. Got to put someone in charge.
And you've got and through this process, you might identify some low hanging fruit and that. I'll talk about that in a second. Um, but what we, we kind of did this analysis in inventory and you heard Martin talking about inventory. What do you have, what can you put together? And then you need to kind of put a business plan. And that's what I got help with. What kind of staffing do we need?
What would be an initial dollar investment, this culture shift? No, no consultant can help you with that. That's got to come from within. I think know, what's a potential budget, potential projections, looking at what competitors are doing and what you've already done. And there's these ad hoc agreements and then we haven't done a lot of market research, I will say that.
But based on the fact that when I mean, I've had people when they find me, they're like, Oh my god, we've been trying to do this for years and they just don't know who to talk to because we don't have any kind of presence out there to do this. And so I don't rule out market research. But heretofore we haven't done a lot. So I will say that, but we probably should at some point.
And so there's low hanging fruit. So for us. Its permissions. And so those statements and guidelines that I talked about, statistical update, you know, the state of cardiovascular disease in the Uc over the last year yearly statistics. These things drive a lot of what we do. And for 20 years you can find a page if you're lucky, on the American Heart website that says, if you want to reuse a figure from any of our statements or guidelines, you can pay those $200 or $100 or something.
Not much. And no differentiation between for profit non-profit. You'd still talks about cd-roms on this website page. And so there was my low hanging fruit because that actually would add up and do like you could do five figures in revenue without anybody paying attention to it. And it's like, well, let's put some structure in place. But again, we need outside help because we don't know what that structure should be.
So it's looking at the market. And that's something that's our low hanging fruit that we're looking at now. We do have to also overcome. We're very, very we don't want our science used the wrong way. So that's why we manage all that official content that we've commissioned. So there's got to be some human eyes to it, like who wants to use it?
What are they using it for? But we could be able to do that. You know, we think we're going to need some outside help, probably an FTE and a consultant. And so what I've done is we've put all this together, came up with a business plan. But the big content hub that I talked about that we're building, which should launch this summer sometime.
Well, they start hearing about it and say, well, we need to protect the hub. And I'm just like, oh, it's a turf war all over again, but with another business unit entirely. But in my initial discussion, that's why this is only an abstract. I might have, you know, a full paper next year, so check in with me. But you know, right now we know there's some courses that people we want them to come to us.
There's like this stroke scale thing that is just wildly popular. It's like we don't want to put that in place, else they need to come to us. But there could be content that we have that we're OK. Let's let's license it to a hospital system. Let's license it to a group in India, let's license it to whoever wants it and let's advertise it.
We've got to put that structure in place, but we're going to hopefully get there. And because we are the aha, we can actually what I'm trying to do now is kind of talk to them and kind of get everybody used to the idea that we may want to try this and then we can actually see like funds outside our budget cycle to try to stand up a program because, you know, a conservative estimate might be, you know, about a quarter of $1 million the first year.
If we could figure this out based on what we've done, the research we've done so far. So this is kind of a different take at yes, inventory your content, but then realize there's hubs and then there's getting it where people are. And I personally think there's room for both. I could be wrong. Again, this is only an abstract check with me in a year, so I believe that is my last slide and Andrea will be next.
More to come. So now we're going to pivot from thinking about education as professional development to in classroom objects, things that you might teach within the classroom. And that's the project that we worked with our client, UCSB on, is to help them build a teaching hub. And in doing that, it's a story of pretty much everything you've already heard, um, limited resources, um, platform discussions getting started.
They have all the same challenges in a much, much smaller scale. So I wanted to address how they were able to work that through with us. So it's about 900 members. It's a society around entrepreneurship and business, and they're all faculty teaching in the classroom and they have a really strong mission for teaching. Their mission is around bold research and bold teaching, and they really wanted to bring the assets they already had together into one spot.
It would be a member benefit and they could build on top of that. So they're creating all these really great materials, syllabi, conference presentations about in classroom activities, but they just weren't reaching members and they wanted to pull that together better. So from a faculty perspective, usually when you're building a course, you take a syllabus and either adopt a textbook or you supplement it or create your own material list.
And so particularly in entrepreneurship and particularly after covid, people are looking more and more for interactive activities, podcasts, videos and crafting their own courses using this engaging material. How many of you have faculty in your organizations teaching like this or looking for this kind of material online? Some people.
OK well, it's definitely happening in entrepreneurship and we see an opportunity for associations and societies to help curate that and make that process easier for faculty. So just like typically associations are curating and vetting the most important aspects of research, why not teaching? And that's what UCSB thought as well. So they thought, well, the faculty that are part of our organization are the ones publishing in Harvard Business Review and everywhere else, and they're creating these assets as part of their membership.
Why not bring create a teaching hub that they could come to instead of the textbook publishers? And also it could save students money when they're building courses as well. So we had a similar vision there. And the strengths that UCSB had when they looked at the project, of course they have fantastic content. Most of it in the teaching side is a peer review layer through submission, and there's awards given on the teaching side.
They have very active membership. There's a lot of exchange because they're teaching entrepreneurship. They tend to be always looking for the next thing a little bit more innovative. So there was a lot of support for a new idea. But of course their challenges are not different from what we just heard and much, much bigger context.
But even the smaller organization, because they were so lean, their infrastructure became very complex. There are conference videos through one sign on. There are syllabi through another sign on people are using LinkedIn or their email to exchange information. And as a result, members really had no idea how large the content assets were at UCSB.
And so they wanted to make this more discoverable so they could have a broader impact. So we partnered with them to really take their editorial expertise. And Martin talked about advisory groups and stakeholders. And we're providing a tailored kind of lightweight platform to pull everything together and also include external content. So our open resources that faculty can Bookshare and recommend.
And we also on a fractional basis, provide the publishing services so they can make this happen. They really aren't a big enough organization to buy an LMS or to hire another FTE to do the work. So we're taking over the work to do the content curation with their advice and do the metadata, load the content and make it discoverable. So I wanted to show you what that might look like. So that's what we're working on for the fall.
And this kind of lightweight layer will pull together material on their website. It'll pull together. Open content, faculty can upload a podcast or something that they've created or want to recommend for teaching, and we also make that emailing back and forth between members more transparent so you can show that you do recommend something and that will show visually. So you can see that Professor at Duke really recommends teaching with this, and that helps adjuncts who are new to the field, and this would all be closed to members.
So that spirit of sharing and collaboration between each other can be in that discipline specific environment. And so then at the end, faculty will have their own pages. So it's a member benefit. They can share their own teaching resources with other members to get it used more. And they can also recommend materials that they've found. And maybe they really want to promote access to an book that they worked on or another material that they found from a nonprofit.
So they can list it there and show that they recommend it. And then but the way that UCSB is able to help us is understanding what are the key course themes and everything that we are putting online. We're really curating for learning purposes. So this is classroom teaching. So the kind of metadata that they might have for their journals isn't quite the same. We really want to align the curriculum.
So what are they teaching about in the syllabus? So we're working with them to create the metadata and then organize the existing content they already have along those lines. And at the end, it's not a project where they're trying to integrate all this into another platform we're linking out to wherever it lives. It's very lightweight.
So that helps drive traffic to faculty who are creating their own projects. And it also just makes the project much simpler for them overall. And because they're entrepreneurs, they're always thinking entrepreneurially about monetization, right? So this is also an opportunity for them not only to create a member benefit that will be the first part, but there's a pretty high demand for knowing what some of the top entrepreneurship faculty in the country teach with.
And that can be an asset that could be licensed out to public libraries, to practitioners, incubators and accelerators. So that's something that they see could happen down the road as well. It's been really interesting working with them. And just understanding the challenges that and the opportunities that sit within associations and societies.
And if any of you are thinking this through in some way, I'd be happy to chat with you. So think we've got questions and answers now. Thank you very much. Thank you. Thank you, Andrea. I think there's a way we can get online questions, but I'm not going to test my technology skills any further.
So I'm going to just ask you if anybody has any questions. Please step up to the microphone. And and I'm sure the panelists will be happy to respond. We'd like to think that this kind of program is available for everyone. Yes and since Ferguson. Patient is about. Would you like to use the microphone?
The microphone. So what I like a lot of what you said was about resources, that you don't have enough resources. There is no kind of consolidated efforts. And that's why things kind of move in a hectic way, in a sense, not trying to criticize, but imagine that this is not a problem. You have resources, both financial and human.
What would be your goal? Like describe for me. Ideal situation. The goal for is that for either one of us, for like, whoever wants to pick it up. You the dream. The dream scenario. I mean, quite honestly, we're not unlike any other society as big as we are.
As I said, we're kind of our own little unit within science and we want to get our science out there and we know there's a need for it and we know there's a revenue need. I mean, quite honestly, that's what's driving it. When you look at the way publishing and meeting meetings are going and the fact that we haven't changed the way we've done things in eons, we think that there's a way to both get our information out there where people are to build healthier lives, free of cardiovascular disease and stroke and also make some money at it.
We pretty much have a mantra that we can't do something new that's not both. Tied to revenue and tied to the mission. So that's kind of driving everything that the aha does. And so this fits both. I mean, so does the Ed Hub. So that's why we've got some of the tension internally right now. But I think there's room for both, like I said.
Yeah, I think there's a couple of ways to answer it, but I don't think that the problem is resources. I think most societies have resources, but there's a couple of things. Silos lead to disorganization, disorganization of your content and also disorganization around like what you're really doing. And I think if you like, I have a way of thinking about societies like they're there to speed the dissemination of information across a very tight set of specialized members.
That's why we all exist. It's not to have a conference or to have a journal or to have education. All of those are means to an end to make sure that the membership base is smarter because of the society than it would be without it, that we're not reproducing results in the same research triage over and over again in perpetuity. And I think at this point, most societies, at least the publishing side of societies, are not competitors.
Editors are going to compete with content. That's the only differentiator that really matters. But what we do together as publishers will allow us to withstand the real competitors, which are, I think, technology innovators that are taking the space of curation away from publishers. And curation is always what's made us strong. It's always what's made us of value to members. And if we don't, I feel like the disorganization that lets us lose scite of that is really the existential threat for societies.
Yeah, it's how we're structured. I would agree. It's the meetings are not talking to the. Journals are not talking to it like even just within what we are business unit. Because even as I've been going through this, I discovered just last week, you know, efforts around the guidelines that another business unit isn't doing entirely, that is completely reproducing things that we're doing.
And it's like, has anybody talked to each other? Like, why am I putting all my staff through this when we're trying to do this over here? And it's that holistic view. And I don't think societies are used to doing that because we have been in silos and meetings, make their money and journals make their money, and we GoFundMe people and we have meetings, um, put out guidelines and it's, yeah, we've got bodies and they're not organized the right way, quite honestly.
So if I may kind of rephrase what you said, if you would be able to have your content broadly understood, discoverable and especially in an active way, not like I find if I search, but as soon as I start doing something, things similar things come to me on the like essentially without a demand. Just say, OK, you're doing this. But actually is it isn't it similar to this, this and this? This would very much help you to kind of organize this very complex set of information.
OK Thank you. Do we have any other questions? So a very different kind of question that struck me as a, you know, existential kind of. Clayton Christensen, what business are you know, what's the job to be done for a scholarly society or publisher?
This is a more nuts and bolts question. I'm curious to know how any of you is thinking about your metadata strategy for repackaging, repurposing your content. So I noticed, Paul, in one of your slides you noted the importance of using dois to facilitate the porting of digital content across different platforms managed by your own organization.
I wonder if any of you can say a little bit more about how you're either thinking about a metadata strategy to support ongoing curation of content so it can be repurposed for different lines of business as it might be, and also if you can address. How how you think about the metadata wrapper for these new packages of content that you're delivering, if that's something that you're even doing?
Well, I'll say like, I want to be able to licensed content and manage all the business models that we do on my network for all the content of the like. Licensing is important, but you can't license something if you don't you have it. Number one. And if you can't uniquely identify it, you don't know what your licensing like when you have a copyright clearance center link on your website or like that does the preprint or the sale or the little object you're filling out those forms for, you're just filling out a request for a Doi.
The metadata around it isn't what they're buying. It's that Doi stands for a thing. If you can't uniquely identify the thing, you can't sell it. You need a skew. And so like in order for education to be able to be seen as something that you can license, we that's the only way to scale in my mind. Like I'm more of the brass tacks on the back end. If you can't do that, then you all the other talk kind of can get mysterious.
Yeah and I would say I would have to prefer because ideally all of our inventory will be on our editor hub that we're building. And I'm assuming they have a metadata strategy. But I can tell you that sometimes I worry as big as we are because I've been screaming for an information architect for eons now. And I because in an ideal world, I mean, that's my background.
Like at least from graduate school 20 years ago and we don't have that. Like, I'm tired of explaining guideline XML to our people. Like there's, there's information architects out there that can do that and they still don't see the need in that. But so I can't really speak to the metadata strategy of the Ed Hub that we're building now. So it would have to be integral.
But Andrea, I believe you talked a little bit about metadata and the importance of that in a curation plan, and I've found that to be extremely important. When you have a large bolus of content, if you can use your metadata to work for you with your tagging, you can during content development, you can then aid the curation process. And I think mentioned that. Yeah, and that's a really big aspect of the project because it is for a certain purpose, which is classroom teaching.
So if it doesn't align to topics in a syllabus, then you know, it's not meeting faculty needs at that point. So one of the things that organization is doing first before anything else happens is there's an advisory group just focusing on that. What are the right topics, what are the right metadata choices? And thinking, too, about how they may potentially license it out in the future, what does that look like? So in the example of entrepreneurship and applied use of that is very different.
You know, somebody starting a business doesn't want an academic overview of, you know, the history of financial literacy. They want to know exactly how do I fill out this business plan? So the team putting that together is thinking that through early. So and in my experience publishing for so many years, it doesn't really matter what the platform is. It matters how you are organizing the content through that metadata in order to be able to find it.
And so spending some time up front doing that will pay dividends. Anymore Thank you very much for coming. We appreciate it. And we hope that this will give you some ideas four things you can do with your own program and your own valuable content. So thank you.
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