Accessibility Still Lacking to NFB

The National Federation of the Blind (NFB) has accused Educause and Internet2 of ignoring the needs of print-disabled students in e-book pilots in progress on more than 20 campuses across the country this fall. The criticism caught the pilot developers by surprise since they thought they were collaborating with the NFB on the project.

The criticism was leveled, in part, because a review of the original pilot done by Disability Services at the University of Minnesota recommended the school drop out of the program because of its use of PDF formats that wouldn’t work with adaptive technology such as text-to-voice software.

“The initial problem was the way the content is packaged and delivered, but it really [goes] beyond that, to the affordances that are built into the package as well,” said Brad Cohen, associate chief information officer for academic technology at the University of Minnesota.

The NFB criticism is an attempt to pressure organizers to add accessibility requirements into any platform used to deliver e-books, according to NFB President Marc Maurer, who added he would be satisfied to know what accessibility plans will be going forward.

“There has to be a deadline by which time they expect the system to be accessible to blind professors and students,” he said. “It can’t be 25 years from now. A couple of years would suit me. I’d be glad to have it sooner than that.”

Educause and Internet2 claimed in an e-mail to Campus Technology, “Given the rapid change in how technology is deployed—students often bring it rather than campuses providing it—it is critical to experiment with new ways to provide course materials. Inevitably, some of those experiments fall short. However, rejecting experimentation does not solve the problem.”

The tiff could be an opportunity for publishers to become more involved. Mickey Levitan, CEO of Courseload, which provides an e-reading platform for the pilot, said he believes accessibility is a “shared interest” between tech firms and publishers.

“These are very complex issues that will have to be resolved with collaboration of all the key parties,” he said. “I don’t think that this is going to fall unduly on any one of those groups, but its clear that its going to have to be a collaborative multipronged effort if we’re going to make progress possible.”

Results Should be Interesting from Expanded E-Text Pilot

The results from the first round of the e-textbook pilot program from Internet2 and Educause showed students liked the savings and portability of digital content, but weren’t as thrilled with the reading experience or the fact that instructors often failed to use collaborative features built into the platform.

This fall, the program has been expanded from the original five schools to 26 nationwide, with each paying between $20,000 and $35,000 to collect feedback from the fall 2012 semester. While the 2012 pilots use McGraw-Hill Education e-titles on the Courseload software platform to replace paper books, Internet2 and Educause are planning a new test next year using multiple platforms and publishers.

“It’s important for higher education and, most importantly, for students to have options going forward,” said Shel Waggener, senior vice president for Internet2, in a Center for Digital Education article. “Now, we have the option to rethink the integration of content with the pedagogy with collaboration between students in very new ways.”

The pilots provide a way for the industry to work out issues such as accessibility, according to Waggener, who encourages other universities to jump on the e-textbook bandwagon.

“Universities should not sit on the sidelines and wait for this to become resolved because resolution is not going to be absolute; it’s going to be a continuum, and we all need to have a stake in the game to influence the outcomes,” he said.

Weggener acknowledged the college store in his “do and don’t” list in a blog post at Educause Review Online. Even though the reference is a “don’t,” his suggestions providesome thoughts stores might want to focus on. Since stores are not often invited to participate and more than half of the institutions in the fall 2012 pilot have independent campus stores, collegiate retailers need to find ways to be part of the discussion.

Survey Gives E-Text Pilots Mixed Grades

As 27 colleges and universities get set to launch a second round of e-textbook pilot programs, Internet2, the high-speed networking group partnering with Educause on its program, has released a study of five universities that conducted similar e-text pilots last spring.

Students liked saving money with the e-text alternatives, but were not as impressed by reading on electronic devices, found the e-book platforms hard to navigate, and on a whole, preferred to stay with print books. In addition, professors in the survey did not use the collaborative features built into the platforms, such as the ability to share notes or create links, according to a report in the Chronicle for Higher Education.

That report found that cost and portability were deciding factors for students to buy an e-text. However, they proved to be difficult to read and, because faculty didn’t use the enhanced features available with the platform, the e-books failed to help students interact with classmates or the instructor.

“With technology, many things change with repeated use,” said Bradley Wheeler, vice president for information technology, University of Indiana, Bloomington. “People have lots of early first impressions as they experience new things, and then over time you start to see things become more mainstream as technology improves and skills and even attitudes toward use improve.”

Wheeler developed the program at Indiana, in which the university negotiated with publishers to buy e-textbooks in bulk to get a better per-book price and then charged students a mandatory fee to cover the cost. Cornell and the Universities of Minnesota, Virginia, and Wisconsin at Madison participated with Indiana in the pilot program and survey.

The research also had recommendations for schools considering this e-text approach, including making sure e-texts are available in a variety of formats and training instructors to use the features built into digital course materials.

Beyond Opportunities

In the Nov/Dec 2011 issue of EDUCAUSE Review,the article, “If Not Now, When?” predicts that the college bookstores will be “shattered” within five years along with textbooks, learning management systems, and schools. Author Adrian Sannier is the former CTO at Arizona State University who was responsible for the early Kindle pilots at that institution, and now works for Pearson Education.

Sannier argues that the convergence of trends such as wireless, smartphones, social networking, tablets, and data mining, and their convergence will lead to a digital shift in higher education that will change the education system forever. Sannier notes, “We are now poised to capture the value. The stage is set. The long-awaited digital shift in education can begin. Get ready for the Four Beyonds.” The Four Beyonds are- Beyond Textbooks, Beyond Bookstores, Beyond Learning Management Systems, and Beyond Schools.

This is an excerpt on “Beyond Bookstores:"

“The second sign that the digital shift is imminent is the stress that campus bookstores are under. Campus bookstores have been one of the core institutions of higher education, distributing learning materials to students for a century or more. Uniquely adapted to serve as the middleman between professors’ textbook choices and students’ needs to buy, return, and sell those texts, bookstores have filled a local niche, ensuring the necessary supply of eclectic materials that students would otherwise have to travel far and wide to obtain. As digital forms of these materials have been created, bookstores have turned them into physical products, in the form of access cards and the like, fitting them into the brick-and-mortar business model rather than adapting to the speed and flexibility of electronic retail.


But recent distribution innovations made possible by the Internet have inverted this dynamic, fitting physical texts into the high-speed, high-choice landscape of e-retail. Amazon, Barnes & Noble, Chegg, and a host of smaller e-retailers offer many of the staples of the campus bookstore at lower prices and even by rental—putting serious pressure on the retail margins of campus bookstores. And as more products move into digital format, the old business models that kept campus bookstores in the distribution game are being replaced by direct sales, which cut the store profit but provide a better price for students and greater convenience for professor and student alike.


The same forces that brought the once-mighty Borders to bankruptcy in 2011 are arrayed against the campus bookstore. In its place will be a direct distribution model for learning materials, one that streamlines the adoption and distribution of digital solutions. This will no doubt cause short-term disruption as the old model unravels, but the end result will be a much wider choice of learning materials and more fluid distribution.”

The author closes by saying:

“Beyond Textbooks, Beyond Bookstores, Beyond Learning Management Systems, Beyond School—the changes introduced by technology have already begun. The digital shift is upon us. If other industries and other fields are any guide, once the dominos begin to fall, progress will be swift and irreversible.”

In Capitalism, Socialism, and Democracy (1942), the Austrian economist, Joseph Schumpeter wrote:

The opening up of new markets, foreign or domestic, and the organizational development from the craft shop to such concerns as U.S. Steel illustrate the same process of industrial mutation—if I may use that biological term—that incessantly revolutionizes the economic structure from within, incessantly destroying the old one, incessantly creating a new one. This process of Creative Destruction is the essential fact about capitalism. (p. 83)

College stores that are willing to adapt and change will get through the transformation and find new opportunities that require new business models and practices. Call it Beyond the Possibilities, but the tools that are making this transformation happen will also be the tools that will propel the college store into the digital world and beyond. College stores can and are transforming themselves into e-retailers, and provide values beyond just the middleman aspects that Sannier describes. The college IT community is increasingly talking around the college store without understanding the business and some of the true value the college store provides. To be fair, college stores have, for the most part, been terrible at "telling their story" as to the full range of value they provide to many institutions.


In 2007 college stores, IT departments and librarians met for a summit on the future of information delivery in higher education.  There is value and some functional overlap between our areas, but at the same time we all have some unique strengths and value-adds.  Now that five years have passed and the landscape has shifted significantly perhaps it is time for these groups to engage in conversation again.

Mobile Devices Top Trend in Higher Ed Again

Maybe prognosticators figure if they say mobile devices will transform education enough times, it will be so. Or perhaps the 2011 Horizon Report lists it as a game-changer for education for the third straight year because the change will come as users continue to find more ways to utilize their smartphones and now tablets.

The report, from the New Media Consortium and Educause, does note that higher education continues to drag its feet in using mobile technology. It also suggests that use of electronic books will be the trend most likely to affect higher education in the coming year because the issues surrounding academic titles—availability, restrictive publishing models, and rights issues—are being resolved.

The new trends ready to become part of the conversation in the next five years are game-based learning and learning analytics, according to the report. Game-playing offers ways to develop decision-making and problem-solving, as well as using embedded educational content to enhance learning, while learning analytics will allow instructors to tailor courses for each student’s needs and gauge how well students are learning.

The New Media Consortium also designed a social media site to access the materials experts looked at in preparing the report.