iTi MyCAA: Final Report: Strategic AI Plan forUsing Automation to Improve Student-SupportOperations and Student-Persistence8-25-2019Walter Rodriguez, PhD1 Florida Gulf Coast University, USAEXECUTIVE SUMMARYDuring summer-B 2019, the author (Project Director/Principal Investigator) completed thefinal report below---which includes the Scope of Work for the MyCAA multi-yearproject conducted at Florida Gulf Coast University with the sponsorship of the USDepartment of Defense’s (DoD) MyCAA (Military Career Advancement Accounts)scholarship/financial/grant assistance program in partnership with MedCerts LLC and theInstitute for Technological Innovation (iTi). As required, this final report also covers the researchoutcomes—including strategic analysis for using AI/ML/NLP to improve student-supportoperations and student persistence:Scope of WorkOverview: The Military Spouse Career Advancement Account Scholarship (MyCAA) projectconsisted in the online support of military spouses in the MyCAA program/project (i.e.,automated tracking of participants’ progress, portal maintenance, automated alerts and reporting,management of resources, security/privacy for DoD Portal, communications with allstakeholders, participants and funding staff.)Scope of Work: OutcomesDuring Summer-B 2019, the PD/PI completed this final report for the MyCAA project ofreference.This final research report consists of the following outcomes:, analyze and report about how Artificial Intelligence (AI), Machine Learning(MC) and Natural Language Processing (NLP) can be used to improve careercertification training as well as how it would help further increase completion rates.Finalize and report statistics on the number of participants in the project.Finalize and report statistics on the number of completions.Finalize and report statistics on the performance metrics.Analyze and provide practical recommendations for customizing, individualizing andpersonalizing training via AI business strategies and technologies.1For additional information, please contact the Project Director: Prof. Dr. Walter Rodriguez, 10501 FGCU BoulevardSouth, Fort Myers, Florida 33965-6565, Department of Information Systems and Operations Management, LutgertCollege of Business, Fort Myers, Florida, 33965, USA. email: [email protected] [Acknowledgements: The author isthankful to the Department of Defense, MedCerts, LCOB, FGCU, Dana Janssen, Mark McManus, Taylor Bass, DavidSouza, Jessica Lynch, Michael Lystad, Ashley White for their direct or indirect contributions to this research report.]MyCAA Report: Focusing on Improving Persistence

ITI FINAL MYCAA REPORT: AI FOR IMPROVING OPERATIONS AND STUDENT PERSISTENCEThe Critical Success Factor (CRF) for the iTi MyCAA project was the completion rate* (Table1) attained by the participating military-spouses in the online certification-training offered duringthe duration of the project at FGCU.Succinctly, the project’s high completion rate (87.6%) was due to the consistent highlevel of online support provided (via Internet, chats, e-mail, VoIP, video, and othertelecommunication tools) to all participants (i.e., military spouses) in this project/program.Total Participants in the Training3343Successfully Completed Program2930*Completion Rate87.6%Attempted Certification Exam598Passed Certification Exam424**Certification Pass Rate70.9%Table 1 – MyCAA Participants: Completion RateUpdated Background: Real-Time and Asynchronous Online SupportServices: Can AI/ML/NLP Improve Student-Support Operations andPersistence?As stated in the above executive summary, a high-level of online support was providedconsistently to the 3,343 military spouses (Table 1) participating in the MyCAA asynchronousonline training program (i.e., on-demand videos and just-in-time assessments) offered during theduration of the MyCAA multiyear project at FGCU. The participants persisted and successfullycompleted their training, because someone cared (an advisor, an instructor) about their successand was willing to give them one more call and one more opportunity!Although the training completion rate was high (87.6%), the institute was unable torequire participants to take the pre-professional certification exam (provided by the third-partynational certification agencies) once they successfully completed their training. Therefore, theresult was that few military-spouses (approximately 20%**) took their pre-professionalcertification exam. Even though 3,343 military-spouses took and passed the required quizzes andqualification exams to obtain the Certificate of Completion at the institution. Of thoseparticipants that voluntarily took their official pre-professional certification exam, about 71%passed their exam and became certified. At this point, there is still no official requirement totake the pre-professional certification exam offered by agencies. In addition, due to privacyissues, it’s not possible to collect information about employment, after completing the trainingand exams. Therefore, employment data on MyCAA participants is no available to theinvestigators (i.e., data cannot be obtained from the funding agency, due to confidentialityissues.)Participants were strongly encouraged to take advantage of the variety of servicesoffered by the MyCAA Project Support Team (MPST). As detailed below, MPST delivered

ITI FINAL MYCAA REPORT: AI STRATIGIC ANALYSIS AND FINAL RECOMMENDATIONSimpactful, professional, and results-driven support services, beyond what is normally providedby other institutions (i.e., online 24-7 vs. the traditional campus 40- to 60- hours per week).Below are the services that were available to each of the 3,343 participants. Basically,the partners, in coordination to the Project Director, created a series of timed/scheduled outreachpoints that were designed to notify participants of their progress----keeping them engaged all thetime. If a participant felt out of pace (from where they should have been on the training), theparticipant would at the very least receive a phone call and an e-mail. And, for those with severeacademic deficiencies, they would receive an advisor consultation where a new course schedulewas designed and agreed upon based on the needs of the participant.GENERAL PARTICIPANT SUPPORTProactive New Participant Online Orientation – Private one-on-one phone orientation required for allparticipants Private Student Consultations – Based on need or request, all students had the ability to selfschedule an appointment for consultation with an advisor, if support or guidance was needed. All participant progress was monitored and reported to Participant Services on a DAILY basis. Scheduled Outreach – Timed outreach – Participants were contacted at scheduled intervalsthroughout training regarding their program progress/status. Remedial Support – Participants who were identified as “deficient” in progress were provided aphone consultation with an advisor. A revised schedule or custom learning plan was developedbased on participant need. In-Activity Monitoring – If no activity for extended period of time, an “outreach” byphone/email occurred.Reactive On-Demand Toll Free Phone Support On-Demand Email Support Certification Exam Registration and Scheduling Assistance Registration and delivery of program-specific certification Assessment moduleSUBJECT MATTER SUPPORT On-Demand Chat with a Live Subject Matter Experts who hold one or more industry degreesand certifications One-on-One Tutoring – Based on need, or by participant request Assistance navigating the many resources provided to supplement the video instructionEXAM PREPARATION SUPPORT Detailed exam preparation plan upon completion of their program. All participants received Exam Preparation Manuals for all eligible exams. Private one-on-one phone consultations (Exam Preparation Session) with a Subject MatterExpert to review key objectives, study/exam tips, and to provide additional resources to bestprepare students for certification success. A dedicated Exam Registration Specialist helped each student with the pre-registration process,identifying a testing location, and served as a guide during each student’s path to exam day.TECHNICAL SUPPORT Dedicated Tech Support to assist with video troubleshooting, software installation, browserissues, etc. Creation/Delivery of custom troubleshooting & FAQ video modules Available by phone, email, and chat with remote screen-share support capability

ITI FINAL MYCAA REPORT: AI FOR IMPROVING OPERATIONS AND STUDENT PERSISTENCEiTi MyCAA: AI/ML/NLP Strategic AnalysisSummaryiTi MyCAA has been providing, low-cost, personalized career certification trainingprograms to world-wide job-seekers, mainly military spouses---while their partners are on activeduty. To deliver its online courses and consistently-support participants/students, ITi MyCAAdeveloped an strategic plan to deploy a new AI-based, Learning Management System (aiLMS) as well as an adaptive learning video-content training app using AI-enabled SaaS cloudplatform. The new system and app would replace the current time-consuming manual operations(i.e., registration, fee-collection, content-creation, content-delivery, assessments, constantfeedback, and so on). To minimize the impact of the AI transformational process (which willtake 6- to 24-months) and to reduce capital outlays; initially, routine operations will beoutsourced to external advisers/mentors/experts/marketers under the supervision of the programdirector (Prof. Walter Rodriguez, PhD, PE) ---who obtained the initial multi-year, multi-milliondollar grant-funding (i.e., financial assistance) from the government (DoD) and private industrypartners. Now, ITi MyCAA is seeking to quickly scale operations and marketing efforts,provided it obtains support from the university and the DoD.ITi MyCAA AI Strategic-Implementation Plan for (1) attaining ITi MyCAA’s costleadership/focused-personalization strategy; and for (2) quickly expanding operations andofferings with minimal human intervention, consists in seeking to automate all processes andleverage AI technologies—including ML, NLP, robots, by extrapolating or inferencing fromPorter’s, Kotter's and Ng’s transformational frameworks. Advisers/mentors would continue touse their core competencies (i.e., designing individualized courses and supporting at-riskparticipants) while being liberated from the routine administrative and clerical tasks. Bydeveloping and implementing AI (machine-human) symbiotic collaboration andtechnologies, ITi MyCAA would be able to save both time and money as well as add-value to allits stakeholders (for instance, liberating advisers/mentors from routine tasks). ITi MyCAAwould become a smart enterprise by attaining the flexibility of a small/nimble organization--while seeking the economies of scale of a large organization, as recalled from strategy thinkers(i.e., Applegate, Porter). The following developments and processes will provide “economies ofscale” and quick-scalability as well as efficiencies and productivity gains with fewer workers:(a) 24-7 Smart Receptionist/Sentry; (b) Robo-RA/TA; (c) Telepresence Customer Support;(d) Smartly-trained Customer-Service AI/Robot; and (e) AI-LMS and adaptive contentdelivery as well as participant success-tracking, in support of ITi MyCAA low-tuition andfocused adaptive/individualization/personalization strategy. Justification: While ITi MyCAAcurrently has a relatively high-completion rate (87.6%), it has been due to the persistent andconsistent high-level of online support provided (via Internet, chats, e-mail, VoIP, video, andother telecommunication tools) to all participants (i.e., military spouses). However, this is verylabor-intensive process that might be aided with a smart partnership betweenadvisors/mentors and AI tools and strategies.

ITI FINAL MYCAA REPORT: AI STRATIGIC ANALYSIS AND FINAL RECOMMENDATIONSCurrent stateITi MyCAA has been providing, no-cost to low-cost, personalized career certification trainingprograms to world-wide job-seekers (mainly military spouses---while their partners are on activeduty.) To design, deliver, and support these online courses world-wide, ITi MyCAAdeveloped and deployed both a mobile app and a Learning Management System. These app andsystem reside on the Cloud (Amazon Web Services) servers. And the online courses areaccessible 24-7 from the participants’ mobile devices via cloud computing technologies and avideo-trainer, ubiquitously---anytime, anywhere. To assist with the online course delivery, ITiMyCAA currently uses LMS, e-mail and telecommunications to coordinate all activities—including recruiting, program design, assessments, and advising. For instance, it uses e-mail to:(1) coordinate with third-party providers—including specialized marketeers that identifyprospective participants; and (2) coordinate with the various third-party video training providers.Further, it uses the LMS to create and post course-content and interactive learning activities. ITiMyCAA’s mentors/advisors assess all prospective participants and prepares an individualizedplan-of-study for each participant seeking a job in the healthcare or technology industries.ITi MyCAA is currently hindered by low-productivity and inefficientcommunication strategies. And it’s seeking partners, DOD government support and venturecapital to develop and deploy artificial intelligence tools & strategies, in order to assist in theassessment and automated preparation of the participants’ plan-of-studies as well as supportingparticipants 24-7 (with minimal human intervention.) As a no-cost or low-cost provider ofindividualized online career certification programs, iTi MyCAA focuses its corecompetencies (i.e., course design and personalizing a career-path based on the participants’background.) ITi MyCAA have been pursuing both “cost-leadership” and “focusedindividualization” strategies that could be aided by AI: that is, low-cost courses and focus onmass individualization/personalization of programs.Currently, ITi MyCAA is seeking to use AI technologies to improve processefficiency and productivity. This seems to be fully consistent with a dual cost-leadership/focusstrategy, since a partnership between advisors/mentors and AI can make this possible. Of course,ITi MyCAA would still choose to emphasize cost-leadership, while using AI-human-computerassisted tools for generating both personalized programs and predictive analytics. Theimplementation will fit ITi MyCAA’s hybrid strategy, by leveraging both (a) innovative AItechnologies to augment operations; and (b) experienced advisors/mentors. By freeing theadvisors/mentors from all the daily tasks, the hybrid strategy will bring new added-value to ITiMyCAA stakeholders. AI predictive tools and strategies will assist ITi MyCAA in improvingparticipants’ persistence and completion rates in the program (Table 2), given that a significantnumber of participants tend to drop from the program (or do not take the certification exam)without constant adviser/mentor intervention.

ITI FINAL MYCAA REPORT: AI FOR IMPROVING OPERATIONS AND STUDENT PERSISTENCETable 2 – Participants: Completion RateTotal Participants in the Training3343*Completion Rate87.6%**Certification Pass Rate70.9%

ITI FINAL MYCAA REPORT: AI STRATIGIC ANALYSIS AND FINAL RECOMMENDATIONSProposed AI initiative for ITi MyCAAITi MyCAA is proposing an innovative multi-faceted AI initiative to benefit from using AIMC, NLP and robotics--by combining humans (advisers/mentors) with autonomous roboticfunctionality (i.e., more than one function) on the following organizational-processes: (1) 24-7Receptionist/Sentry: A welcoming (anthropomorphic) robot at the reception desk to both“screen” and “safely” protect and direct visitors to the correct individual [Note: In the time ofmass school shootings in Florida]; (2) Just-in Time Lunch Delivery: Take orders and bring warmmeals to employees’ desk--exactly when they are going to be hungry based on MC-learnt andsensing employees habits and patterns: (3) On-demand self-driven car-robot: Based on knownemployees’ schedule/calendar, alert, pick-up and drive employees to the airport or otherdestinations as needed (per online calendar); (4) AI-Robo-RA/TA: A personal AI researchassistant/teaching assistant to help with the on-site computer summer labs communications andpreparations; (5) AI-LMS and adaptive content delivery. And, finally: (6) AI-TelepresenceCustomer Support: A well-trained Customer-Service (CRM)/Marketing AI/robot will accompanyITi MyCAA’s salesforce or advisers and perform routine administrative, communications andmarketing tasks while on the route and upon arrival at the site (i.e., military base). Pursuing ITiMyCAA’s vision and core-competencies (i.e., design and deliver on-demand (24-7) personalizedcareer certification training to anyone/any place at the lowest possible cost), we will deploymulti-purpose AI robots to support both the focus (personalization) and cost leadership hybridstrategy. ITi MyCAA will be able to save both time and money as well as add value andconvenience to all its stakeholders (i.e., free them from routine tasks). The processes describedabove will provide “economies of scale” as well as quickly “scalable” efficiencies andeffectiveness. This will be an improvement beyond our current telepresence robot environment(i.e., the telepresence “anybots”.) The hired Chief AI Officer (CAIO) will have the additionalrole and duties of collecting and assuring the “underlying (AI) requirement (e.g., dataavailability)” as well as the data required to train the AI/ML/NLP-powered robots. Ofcourse, the CEO/Chief Innovator Officer (Dr. Rodriguez) will ensure that ITi MyCAA will haveaccess to a sustainable funding source while developing the integrated AI/CRM/ERP informationsystems. Pursuant to ITi MyCAA well-fitted robotic initiatives on both business strategy and ITstrategy, the “increasing persistence/retention” goal will be supported by the CEO/ChiefInnovation Officer, i.e., “ped KPIs (e.g., achieving a 10% decrease in students dropping aparticular course”). Regarding the technical considerations, it would be necessary to havereliable information systems (i.e., databases etc.) as well as a robust IT/AI infrastructure (i.e.,networks) sustaining/supporting, mobile and cloud-computing technologies from AWS orMicrosoft or other cloud vendors. Further, we would need to identify training examples. Onceidentified, the remaining ‘learning’ process is essentially (I think) a computational problem thatwould not necessarily directly involve more people. Of course, having access to fastermachines/processors (newest Amazon’s MC chips?) that can effectively ‘learn’ faster will beadvantageous. Further given that servers will run data analytics and other intensive processes, the24-7 data center will have to be very robust and reliable. Finally, in evaluating the hardwareplatform vs Infrastructure as a Service (IaaS), we would need to consider: (a) the need forspecialized inferencing hardware; (b) determine the “floating-point” performance (the real, ratherthan peak) when the system calculations are governed by memory and cache bandwidthperformance; (c) analyze many-core or massive parallelism needed to train ITi MyCAA’s largedata sets; and (d) research reduced-precision data types (i.e., niche optimization.) ITi MyCAAhas identified and will develop the following AI NLP/NLG processes for implementation—inorder to seek greater automation in support of our hybrid cost-leadership and focus (masspersonalization) strategies:

ITI FINAL MYCAA REPORT: AI FOR IMPROVING OPERATIONS AND STUDENT PERSISTENCEa.NLP Sentiment Analysis: By implementing “sentiment analysis” algorithms and apps,ITi MyCAA will be able to automate the extraction of meaning (or making sense) fromhundreds of emails and voice-mail messages received, on a daily basis, asking about theDoD MyCAA scholarship. Although the “emotion” in the communications are notexplicitly stated (but somewhat implicit), an extraction via sentiment analysis mightserve as a competitive edge, since our competitors in the career certification trainingbusiness are fairly behind in the application of AI NLP.b.NLP Information Extraction: By automatically extracting and structuring data fromunstructured text messages or pixeled images, ITi MyCAA will be able to “extract” data(i.e. entity extraction), such as names, addresses, course fees, locations, etc. In addition,could use “fact extraction” to supply ITi MyCAA participants’ spreadsheets anddatabases with the structured data and information. By automating this process, ITiMyCAA will pass-on the cost-saving of automation in support of cost-leadership as wellas feed social media marketing initiatives.c.NLP Semantic Search: Semantic (smart) searches will allow the ITi MyCAA site toaddress complex questions automatically, rather than wait for an advisor/mentor.d.NLP Automated Reply to Questions (or QA): Implementation of chatbots will alsosave time and money for all stakeholders, in support of our cost-leadership and focusstrategies—particularly, mass personalization. In addition, NLP-powered customersupport chatbots, will permit understanding of the participants’ questions and logicallyreply to the message originator (i.e., potential trainees). Further, it will streamline basicadministrative operations, such as, financial aid processing, invoice processing and soon.e.NLP to Keep Advisors/Mentors Interested: Rather than spending lots of time inroutine or monotonous tasks, advisors/mentors will be more efficient, effective,productive, and creative. So, it might help improve performance and moral as well—byfreeing advisors/mentors to address personal issues presented by at-risk participants.In this way, ITi MyCAA would be able to reduce the cost of the training, while being able tomass customize, adapt and personalize career training certification programs.

ITI FINAL MYCAA REPORT: AI STRATIGIC ANALYSIS AND FINAL RECOMMENDATIONSiTi MyCAA: Plan of action and criteria for successObjective: If approved and funded, ITi MyCAA AI initiative would automate most currentbusiness communication and processes by developing and implementing AI ML/NLP/Roboticscoupled with ai-LMS/CRM/ERP/BPE systems.[“From predicting drop-out rates of participants to personalizing product offers to predictivelyimproving product performance to supporting customer segmentation and target marketing tovisualizing data for pragmatic decision-making to implement smarter, automated processesthat can liberate staff time for increased focus on core operations and user experience.”]Key Results/Key Performance Indicator: Ultimately, we will “ peg KPIs (e.g., achieving a10% decrease in students dropping a particular course).” And pursuant to Google’s OKRframework.The ITi MyCAA founder with the assistance of a Chief AI Officer (to be hired) will lead theimplementation of the proposed AI initiative. While the founder will set the overall businessstrategy and seek funding, the CAIO will hire IT/AI staff or outsource the development of theintegrated AI applications and vendors. [Of course, funding permitting, we will start to developour in-house AI team, as suggested by Andrew Ng in his AI Strategy writings.]The technical considerations and requirements for deploying and implementing ITi MyCAAAI will involve developing/refining an IT/AI Strategic plan, following Kotter's and Ng’srecommendations, as well as a clear connection between ITi MyCAA business-value for allstakeholders and the AI technologies to be implemented. This will be governed by the current inhouse technical limitations and our ability to attract investors and AI developers. The key factorswill be: (a) assess the outcomes that would benefit the most from AI; (b) analyze the mostsuitable AI technologies available from vendors; (c) match outcomes with the technologies; and(d) plan for key use cases and best implementation practices. Of course, as suggested by BrianCharles, “underlying requirement (e.g., data availability) in considering the tech requirements and beginning to peg KPIs (e.g., achieving a 10% decrease in students dropping a particularcourse) might be useful for you to begin considering.Methodology: Using a modified SDLC (System Development Life-Cycle) model, the technicaldevelopment and implementation process may be conceptualized as:[Define AI strategy] [Prepare Data & Evaluate (concomitantly with AI Business CaseSelection] [Assess AI Vendors (concomitantly with Performance)] [Develop AI Pilot andExperimentation] [Production/Implementation (concomitantly with Evaluation)] [Cycleback to Re-defining the AI strategy.]To have the best chance of success (and avoid pitfalls), ITi MyCAA AI Plan-of-Action willfollow Kotter's (1996) and Ng’s (2018) recommended transformational stages, as well as theinsights gained from the MIT AI Strategy course. And will evaluate staff results using GoogleObjectives and Key Results (OKR) framework.Below are the actions needed for leading the iTi MyCAA AI transformational change:

ITI FINAL MYCAA REPORT: AI FOR IMPROVING OPERATIONS AND STUDENT PERSISTENCEI.Using Porter 5 Forces Framework, re-examine the Career Certification Training marketto discover untapped opportunities and avoid surprises. And I reevaluate andreconfirm the generic cost-leadership/focused personalized strategies withstakeholders.II. Hire a Chief AI Officer (CAIO) to lead the AI development efforts and research thecompanies and partners that might be able to assist us in leading thetransformational efforts. In addition, s/he will propose a fast-track schedule(time-line) for completion of an AI Pilot that can be completed in 6- to 24-monthusing state-of-the-art project management software.III. Since students/participants’ data is a Critical Success Factor (CSF)-asset for ITiMyCAA, we will develop an AI Strategy specific to the career certificationtraining industry. And to create value ITi MyCAA will establish an amalgamateddata warehouse to share data and glean information across the organization as wellas distinguish truly valuable data from non-valuable or low-value data.IV. As proof-of-concept, he CAIO will conduct the first AI Pilot project in a feasible areawhere ITi MyCAA has the most opportunities to gain, for instance, “sentimentanalysis” algorithms and apps, ITi MyCAA will be able to automate the extractionof meaning (or making sense) from hundreds of emails and voice-mail messagesreceived, on a daily basis, asking about the DoD MyCAA scholarship. Further, asBrian Charles indicated “ deploying NLP for conducting sentiment analysis ” will be our #1 pursuit: “in information extraction, in semantic search foraddressing website queries, in QA and in maintaining the interest levels ofadvisors/mentors by alleviating their rote work.”V. In a concurrent, second pilot project ITi MyCAA will develop an AI-based LearningManagement System (ai-LMS) as well as an adaptive learning video-contenttraining system using Cloud services and mobile apps by improving upon itscurrent systems.VI. Refine ITi MyCAA's vision, in order to align organizational support structures withour core competencies (i.e., designing and delivering personalized programs.)VII. Clearly communicate ITi MyCAA vision (i.e., automating all processes, in order toattain the cost-leadership and focused-personalization strategies) to all stakeholdersas well as the need for spending the current capital and resources on AI automation.VIII.Remove the current outdated (non-automated) online registration and videotraining systems that are hindering the successful implementation of the AI lowcost/personalization strategy.IX. In coordination with the CAIO, the CEO help re-engineer the performanceimprovements, so that we can implement the AI/advisers/mentors symbiotic andsynergistic collaboration as quickly, productively, efficiently and effectively aspossible.X. As CEO/Chief Innovation Officer, in coordination with all stakeholders, will developand implement the policies needed to grantee that AI systems willbe properly supervised by humans to prevent ethical/privacy/security issues. AndI will hire and re-train employees, so they will lead the advising/mentoringprocesses, based on their experience helping participants/students.XI. The CAIO, will recruit and build an in-house AI team and institutionalized AItraining. This training will be conducted by the CAIO in coordination with theCEO and outside consultants. Over 8-hours per week, will be allocated fortraining, since the AI field is advancing very quickly.XII. A recruiting/talent company will be used to continuously seek smart, ethical, sensitiveand talented individuals that have a proven record of working both with peopleand machines. And assess and measure staff’s project accomplishments using

ITI FINAL MYCAA REPORT: AI STRATIGIC ANALYSIS AND FINAL RECOMMENDATIONSXIII.Google’s OKRs.Finally, in the initial pilot projects, ITi MyCAA will seek to continue buildingtechnological assets that are difficult to emulate but are closely aligned with ITiMyCAA strategy in its niche market (career certification training).MyCAA: FINAL RECOMMENDATIONSSummary: Ubiquitous learning modalities, like mLearning, have the potential to transformtraining/education accessibility, delivery, and student/participant-support for military-spouses oranyone in a transient military family with a smartphone. But, while these innovative technologiesand associated pedagogies have created new opportunities to acquire knowledge, engageparticipants/students, and track & assess learning outcomes, deciding to implement mLearningfor delivering fully-online mobile MyCAA programs needs further analysis. mLearning couldpotentially create organizational/institutional havoc if sufficient instructional- andstudent/participant-support are not provided ubiquitously, in a timely, effect

ITI FINAL MYCAA REPORT: AI FOR IMPROVING OPERATIONS AND STUDENT PERSISTENCE The Critical Success Factor (CRF) for the iTi MyCAA project was the completion rate* (Tab