Exploring Digital Learning Innovations and Leadership Insights at Johns Hopkins University

Ira Gooding discusses his dual roles at Johns Hopkins University, emphasizing digital innovation in education and the evolving landscape of online learning.

Ira Gooding stands out as a pivotal figure in the realms of digital and online education.

At Johns Hopkins University (JHU), he plays an integral role in the provost’s office, serving as a special adviser for digital initiatives while also holding the position of assistant director for open education at the Bloomberg School of Public Health.

Intersection of Roles

In the provost’s office, I focus on three main goals: driving educational innovation through digital technologies, encouraging collaboration across various divisions, and managing our partnership with Coursera.

One project that illustrates these aims is the Digital Education and Learning Technology Acceleration (DELTA) program.

Each year, we use a portion of the revenue from our Coursera partnership to fund internal grants up to $75,000.

These grants support the creation, execution, and evaluation of innovative tech applications that boost educational performance.

So far, roughly $2.6 million has been awarded to 41 project teams working on diverse techniques such as virtual reality, generative AI, scalable learning, and clinical simulation.

We also host the annual Provost’s DELTA Teaching Forum, which provides a chance for faculty and staff at JHU to share insights, inspire new ideas, and strengthen our commitment to teaching excellence.

The next forum is set to take place on May 1.

At the Bloomberg School of Public Health, I lead a dedicated team at the Center for Teaching and Learning, where our mission is to create open learning resources and opportunities for independent learners and public health educators outside our formal degree programs.

We’ve developed over 80 Massive Open Online Courses (MOOCs), specializations, and teach-outs, and we’re currently working on a new open educational resource (OER) repository for the university.

Future Challenges and Opportunities

This project highlights the intersection of my two roles; while the Center for Teaching and Learning is developing the platform, it aims to function as a university-wide OER repository.

This shared authority model intends to streamline the publishing process and reduce bureaucratic delays.

While I’ll touch on trends beyond 2025, it’s important to acknowledge how the COVID-19 pandemic dramatically reshaped our educational landscape.

I’m particularly interested in how the cohort of students whose education was interrupted by the pandemic will adapt as they enter higher education.

As these students begin transitioning into high school, it will be fascinating to observe their expectations for digital learning, the weight they give to in-person versus online experiences, and how their learning behaviors evolve on campus.

This presents a unique opportunity for us to tailor their educational experiences to meet their specific needs and ultimately enhance their success.

Additionally, I’ve been contemplating David Wiley’s recent insights about generative AI’s potential impact on open educational resources.

In a recent presentation, he suggested that generative AI might surpass OER in promoting educational accessibility, changing the way instructional content is created, modified, and remixed entirely.

Advice for Aspiring Leaders

This perspective is certainly thought-provoking.

I’m eager to see how the interplay between generative AI and OER develops in the future.

I would suggest looking for opportunities to reduce institutional friction and build a reputation as a facilitator of progress, rather than a source of obstacles.

While some friction is necessary to manage risk and uphold high standards, in higher education, much resistance comes from inertia.

Emerging leaders can make a significant impact by identifying barriers to innovation and actively seeking solutions for creative individuals within their organizations.

It’s also essential for those stepping into leadership roles to be aware of the tendency to become gatekeepers.

By continually reassessing one’s beliefs, the relevance of previous solutions, and being open to new alternatives, aspiring leaders can foster a culture that prioritizes innovation and growth.

Source: Insidehighered