Blended Learning Strategy 2014-‐2016
BLENDED LEARNING STRATEGY Version
Date
Author
0.10 0.20
6/12/13 10/12/13
Ian Wright Kylie Readman
0.30
10/12/13
Ian Wright
0.31
11/12/13
Ian Wright
1
Changes/Comments Edits, addition of information on Faculty Academic Leads, Innovation funding Updated strategy outcomes, changes to Governance and various other smaller edits. Edits to Outline section, some tidying up of Governance area, added L&T Week presentation requirement for Award winners.
STRATEGY DESCRIPTION, RATIONALE AND SCOPE
1.1
OUTLINE OF THE STRATEGY
Blended learning, “the fusion of educational technologies and teaching in physical and virtual environments to enhance the student learning experience” is the present and future for modern tertiary education. It is not an optional activity. It is fundamental to modern tertiary education. Blended learning is critical to the future success of USC. Utilising the enormous potential of modern educational technologies and the connective possibilities of the Internet, together with informed and creative pedagogies, blended learning provides an opportunity to maintain and leverage USC’s existing strengths, while using technology to extend its reach, in terms of student numbers and geographically. By combining face-‐to-‐face teaching with the enormous flexibility and depth offered by contemporary technologies available to educators, USC can create a vibrant, engaging learning environment for our students that can significantly enhance their learning. USC is committed to supporting staff and students in the transition to blended learning as the fundamental mode of delivery and to improving the quantity and quality of students’ engagement with learning using an appropriate range of digital and face-‐to-‐face activities to achieve the learning outcomes of courses and programs with greatest effect. To achieve enhanced quality of learning, effective student engagement and geographical reach requires significant input of resources for academic development, student support, infrastructure, content development and marketing. The strategy provides a roadmap for increasing the embedding of blended learning across USC’s Programs and Courses, driven out of the Centre for the Support and Advancement of Learning and Teaching but predicated on shared responsibility with Faculties for the success of the Strategy.
1.2
INTENDED STRATEGY OUTCOMES
The intended outcomes of the Blended Learning Strategy for USC are to: Systematically embed educational technologies that enrich the student learning experience specifically to: • • • • •
accelerate and deepen learning; increase flexibility of access to, and participation in, formal and informal blended learning experiences; advance graduate attributes within the curriculum; align learning, teaching and assessment practices; enhance communication by integrating collaborative tools for student-‐to-‐student, student-‐to-‐teacher and student-‐to-‐content interaction, engagement and knowledge generation;
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Blended Learning Strategy 2014-‐2016 • •
support staff and students to work in technology-‐enabled learning spaces; advance the use of mobile devices for learning;
Collaboratively develop protocols and practices for pedagogically sound blended learning experiences in large courses and multi-‐site environments; Support and extend all academic teaching staff to achieve the digital literacies required for blended learning; Provide direct support to students to enhance their engagement with technology enabled learning environments and enhance their capacity as independent learners; Provide formal and informal opportunities for staff to learn about and engage with blended learning, learning spaces, simulation based learning and visualisation; Develop and extend systems to support a greater degree of technology enhanced learning and implement systematic quality improvement mechanisms for blended learning; Develop capacity to utilise data analytics to improve student experience resulting in retention of students and improved Program progression; Improve learning outcomes resulting in higher student success, higher student satisfaction and a reduction in student attrition; Demonstrate an increase in the adoption of blended learning as a core teaching approach at USC; and Create greater consistency of student experience across courses and programs as a result of using blended learning strategies. 1.3
STRATEGY DELIVERABLES
The strategy deliverables are: 1.3.1
COURSE AND PROGRAM ENHANCEMENT
A. Evidence of a significant increase in the use of blended learning strategies and practices across Programs and Courses at USC. B. An academic from the faculty who is the Faculty Leader working 1 day/week in the faculty to coordinate and support the strategy outcomes through curriculum improvement. C. Engagement with academic staff reviewing Program and Course design to assist with selection, application and evaluation of appropriate blended learning strategies. D. Promotion of consistency in pedagogy, design and blended learning strategy selection across Programs to provide a more consistent and predictable student experience. E. Promotion of constructive alignment as a key principle underpinning adoption of blended learning strategies to enhance Course and Program Learning Outcomes. F. Direct support to students through the Computer Buddies program in Information Services. 1.3.2
FACULTY COMMUNICATIONS
A. Provision of information sessions and presentations to and by Faculties, Schools and Discipline groups covering blended learning principles and rationales. B. Provision of professional development and practical sessions to foster skill development through exposure to exemplars, implementation strategies and technical training.
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Blended Learning Strategy 2014-‐2016 C. A comprehensive and well maintained web presence to support self-‐directed exploration and development through the provision of exemplars, resources, guidance notes and opportunities for online discussion and collaboration with colleagues. 1.3.3
ACADEMIC DEVELOPMENT
A. Faculty-‐based professional development for all T&R and APT Staff involved in Course and Program enhancements as part of the Blended Learning Strategy. B. Structured opportunities for sharing of good practice examples among academics. C. Promotion of participation in high profile events such as Learning and Teaching Week to facilitate information sharing and collaboration across disciplines. D. A requirement that Learning and Teaching grant holders and award winners present on their successful practice at Learning and Teaching Week. E. Targeted small group professional development opportunities to take account of varying skill and commitment levels among academic staff. 1.3.4 A. B. C. D. 1.3.5
POLICY AND SYSTEM CHANGES Recommendations for enhancement of policies and systems that have impact on Blended Learning Strategic Asset Management Plan (SAMP) activities to support the Blended Learning strategy Innovation funding for course coordinators who apply to test specific software with their cohorts Chairing of, and staff participation in, the Educational Technology Application Support Group (ET ASG) RESEARCH OUTCOMES
A. Commissioned Learning and Teaching Grants, Enhancement Grants and Exploratory Grants that explore, test and evaluate approaches to blended learning. B. Publications by C~SALT and academic staff (preferably jointly) in relevant scholarly journals relating to the process and outcomes of the Blended Learning Strategy and particular initiatives undertaken as part of the Strategy. 1.3.6
REPORTING AND STRATEGY DOCUMENTATION
A. Twice annual status reports to the DVC and Learning and Teaching Management Committee and Faculty Learning and Teaching Management Committee regarding progress. 1.4
ALIGNMENT WITH USC PLANS AND POLICIES
The Strategy aligns with three strategic priorities from the USC Strategic Plan 2011 – 2015: Strategic Priority 1: To enable access to the USC experience 1.2 Provide a high quality student experience Invest in technologies and resources to enhance the student experience Master plan and progressively implement social and learning spaces e.g. Learning Commons, Learning Hub and Uni Square 1.5 Extend learning opportunities throughout the region Expand blended learning capability and capacity Original Version: 06 December 2013 Current Version: 11 December 2013
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Blended Learning Strategy 2014-‐2016
Strategic Priority 2: To deliver high quality teaching, learning and graduate outcomes 2.1 Embed academic excellence in all teaching and learning activities Strengthen the quality of teaching by investment in the academic development of staff 2.2 Support diverse learning and teaching styles to maximize student participation and success Invest in the development of institutional capacity and student and staff capability to achieve excellence in blended learning
Strategic Priority 4: To develop USC for a sustainable future 4.4 Maximise opportunities to develop well designed, technology rich, sustainable University sites Increase capability and capacity to enhance e-‐learning, blended learning and simulated learning environments to meet the demands of teaching and learning The Blended Learning Strategy also aligns with: • • •
2
The Collaborative Futures Project, particularly concerning multi-‐site teaching and simulation technologies; The Engineering Learning Hub with its collaborative technology spaces and 3D visualisation; The USC Information Management Strategy.
STRATEGY STAKEHOLDERS
Title
Role
Responsible Person
Project Sponsor Strategy Leader BL Strategy Steering Committee Strategy Manager
Approval of strategy and status reports Oversight of Strategy implementation Oversight of Strategy reporting, evaluation and budget
Professor Birgit Lohmann, DVC Kylie Readman, Director, C-‐SALT Chair: Professor Birgit Lohmann, DVC
Coordination of Strategy implementation, task and project allocation and management, reporting and monitoring including administration, coordination and communication. Administration assistance
Blended Learning Coordinator, C~SALT and Chair, ET ASG
Approval for allocation of resources and support (including provision of funded time release for Faculty Leaders) Support for Faculty Projects including management of Program and Course Approvals and Changes as a result of the Project.
Deans and Heads of Schools (or equivalent)
Strategy Administration Faculty Level Commitment Associate Deans, Learning and Teaching
Original Version: 06 December 2013 Current Version: 11 December 2013
Casual as needed in C~SALT
Associate Professor Jennifer Rowe/vacant
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Blended Learning Strategy 2014-‐2016
Title
Role
Responsible Person
Academic staff
Provide input to contribute to the implementation of the Strategy at the operational level Provide input to and contribute to the implementation of the Strategy at the operational level
All staff teaching students at USC
Faculty eLearning Teams
Faculty eLearning staff
Two key committees, the Blended Learning Strategy Steering Group and the Blended Learning Strategy Working Group will be established to provide oversight of the Strategy. See Section 7 Communications and Reporting below for the membership and roles of these committees. The Faculty/School Leader will be responsible for: • • • • • 3 3.1
Designing and implementing a faculty based plan in response to the strategy document Fostering an awareness amongst staff and students of blended learning strategy and goals Coordinating faculty based activities that align with the strategy Providing regular status updates to relevant groups and the Faculty Executive Participating in the Blended Learning Strategy working group
STRATEGY MANAGEMENT APPROACH IMPLEMENTATION
The day-‐to-‐day implementation of the Strategy will be the responsibility of the Blended Learning Coordinator within C~SALT. An extensive list of activities to take place within the Strategy has been identified within the C~SALT Action Plan 2014-‐2016. There are currently forty-‐one activities specified. The list is provided as Attachment 1. Each activity within the list will be structured as a project with deliverables, resource requirements, timeframes and evaluation measures broken out. The individual project outlines will include collaborators (in Faculties/Schools) and shared responsibilities. 4
STRATEGY TIMEFRAME AND WORK BREAKDOWN
Task/Deliverable Final prioritisation of activities from Action Plan and setting of delivery schedule 2014-‐2016 Agreement with Schools around shared projects Commencement of 2014 activities First reporting round 2014 Review of progress – reforecasting of activities Review of 2014 activities Second reporting round 2014 Strategy Progress Report Setting of 2015 activities Commencement of 2015 activities First reporting round 2015 Review of progress – reforecasting of activities Original Version: 06 December 2013 Current Version: 11 December 2013
Dependency
Approximate Date February 2014 From March 2014 February 2014 July 2014 July 2014 November 2014 December 2014 December 2014 January 2015 February 2015 July 2015 July 2015 Page 5 of 11
Blended Learning Strategy 2014-‐2016
Task/Deliverable
Dependency
Review of 2015 activities Second reporting round 2015 Strategy Progress Report Setting of 2016 activities Commencement of 2016 activities First reporting round 2016 Review of progress – reforecasting of activities Review of 2016 activities Second reporting round 2016 Final Strategy Report Comprehensive evaluation of Strategy and determination of future action 5
Approximate Date November 2015 December 2015 December 2015 January 2016 February 2016 July 2016 July 2016 November 2016 December 2016 December 2016 January – February 2017
EVALUATION AND QUALITY MANAGEMENT FRAMEWORK
In planning this project, the USC Quality and Standards Framework has been used, with Quality Improvement as the focus. For each phase of the project, a cycle of Plan, Implement, Review and Improve will be undertaken as per the Qality System endorsed by the University http://www.usc.edu.au/university/governance-‐and-‐ executive/strategy-‐quality-‐and-‐planning/quality-‐and-‐standards-‐framework The reporting and evaluation mechanisms built into the strategy also reflect the accountabilities and responsibilities of the USC Quality and Standards Framework. As well as this overall approach, specific areas of quality management focus are: 1. The project will be implemented using a research informed approach, drawing on the many national and international publications relating to blended learning, online and distance learning, open education and flexible delivery that are currently available. 2. The project approach will be planned, documented, evaluated and ethical clearance obtained to make use of feedback so that reports on both process and outcomes will be developed into submissions for higher education research publications including conferences and journals. 3. Documentation and reporting will be managed such that, for the purposes of external accreditation and quality review processes (such as Professional accreditation and TEQSA audits) the University will be exemplary in its ability to demonstrate that stated outcomes and standards are achieved. 4. All curriculum enhancements will be informed by current data and the project will include plans for the collection of future data, related to student experience and academic standards to ensure that learners continue to have positive experiences of the USC learning environment and the University’s reputation is enhanced.
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Blended Learning Strategy 2014-‐2016 6
RISK MANAGEMENT
Risk Factor
Likelihood (H, M, L)
Impact (H, M, L)
Nature of Impact
Minimisation Strategy
Faculties and Schools not engaging fully with activities and not committing to shared activity.
M
H
Limited implementation of blended learning.
M
H
Little change in teaching practice – failure to introduce beneficial blended learning elements to teaching.
Resourcing within C~SALT is inadequate for the range and scope of activities proposed.
M
H
Activities/projects not started or not completed Quality of projects compromised
Dynamic technology environment throws up new initiatives and emergent technologies that need exploration and trialling (e.g. MOOCs), requiring staff to move off planned projects.
M
H
Some planned activities may need to be delayed or discarded.
Achieve buy-‐in from Deans, Heads of School and Discipline leaders for activities to provide high level motivation within Faculties/Schools. Faculty/School leaders will be significant in ensuring engagement. Negotiate plans for specific engagement. De-‐mystify principles of blended learning, provide exemplars and direct support to implement and trial new practices. Realistic assessment of capacity and staggering of activity Detailed project/engagement plans negotiated with resource requirements clearly identified. Periodic review of progress against workplans. Project management processes implemented. Obtain additional staffing/resources for specific projects. Manage existing work program in concert with new initiatives to ensure that workload scope does not continuously grow. Negotiate parking/cancelling of some projects if necessary to free resources for critical new projects.
Limited engagement from academic staff owing to high workloads or lack of commitment to blended learning.
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Blended Learning Strategy 2014-‐2016
Risk Factor Loss of key C~SALT, ITS or Faculty staff.
Likelihood (H, M, L)
Impact (H, M, L)
L
M
Nature of Impact
Minimisation Strategy
Some planned activities may need to be delayed or discarded. Depending on the roles affected, (e.g. IRM, Blackboard) the impact could be High.
Promote skills transfer and role shadowing between C~SALT staff.
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Blended Learning Strategy 2014-‐2016 7
COMMUNICATION AND REPORTING
Group Blended Learning Strategy Steering Group
Composition
Means of communication
DVC – Project Sponsor/Chair PVC (Students) Director, C~SALT Blended Learning Coordinator, C~SALT Engineering Learning Hub Project Leader CFP, Simulation Project Leader FOSHEE and FAB – Executive Deans, ADLTs, Academic Leads
Frequency
Key purpose(s)
1. Status Reports 2. Final report
1. Bi-‐annually 2. Annual strategy review end of 2014, 2015 Strategy Review/Revisioning post 2016
To provide updates on activity, receive feedback and input and for monitoring and control
1. Meetings 2. Online area for shared resources (via C~SALT refreshed website) 3. Electronic newsletters
1. As required but at least 6 weekly 2. As required 3. Quarterly covering spread of activities
To ensure appropriate support and engagement with Faculty-‐based leaders and facilitators
Admin support provided by Academic Secretariat
Blended Learning Strategy Working Group
Blended Learning Coordinator, C~SALT, Chair Academic Leaders, FAB and FOSHEE eLearning Coordinators, FAB and FOSHEE ABLE Award Winners Student representatives Others as co-‐opted Admin support provided by Academic Secretariat
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Blended Learning Strategy 2014-‐2016
Group
University Community
Composition All University staff
Means of communication 1. Online area for shared resources (via C~SALT refreshed website) 2. Electronic newsletters 3. Participation in University events (e.g. L & T Week) 4. Thematic presentations, symposia and PD activities
Frequency As required
Key purpose(s) To support PD, skill development and awareness raising
8
BUDGET
Does not include CFP, ELH or SAMP funded elements or C-‐SALT operational budget Blended Learning Strategy Budget 2014-‐2016 Item Innovation funding for course coordinators who apply and test specific software with their cohorts Faculty Academic Leaders (1 per faculty at Level C4 x 1 day/week) Coordination, support and training for Computer Buddies (Level 7.1 x 0.5 days/week) Administrative support for, steering group and working party (Level 4.1 x 0.5 day/week) *or supplied by Academic Secretariat TOTAL
Funding Source: DVC Learning and Teaching Initiatives 2014 2015 2016 15,000 15,000 15,000 60,600 10,800
63,800 11,300
66,800 11,900
7,000
7,300
7,700
93,400
97,400
101,400
*rounded to the nearest $100
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Blended Learning Strategy 2014-‐2016 9
STRATEGY CHANGES AND SIGN OFF
Changes to this Strategy will be incorporated after sign off by the Strategy Sponsor. Strategy Start:
January 2014
Approved by:
Strategy End: Date:
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Attachment 1
Blended Learning Activities Priority: 1=Highest, 5=Lowest
1
Criticality: Estimate of importance based on scale, priority, urgency
Develop and run sOOC
2014-2014
Criticality 1
Develop and run a miniMOOC for the University community about Blended Learning
Major project to be completed within short timeframe. Needs to be ready for enrolments by end January 2014, with first program completed by April 2014. Theme Strategic development
4.4 Maximise opportunities to develop well designed, technology rich, sustainable University sites
Audience Leaders
1
ePortfolios for all students
2014-2016
Criticality 1
For relevant programs, implement ePortfolios for students, beginning with the first year of the program. This is a major, transformative initiative for USC and large scale project in its own right.
In first year of rollout a limited cohort of courses and students will be exposed to ePortfolios. Over the next two years we will move to have ePortfolios available for all students and courses. Theme Strategic development
1.2 Provide a high quality student experience
Audience All academics and students
1
Upgrade Blackboard
2014-2016
Criticality 1
Invest in and extend the capability of Blackboard to provide a rich learning environment for students
Core business Theme Strategic development
4.4 Maximise opportunities to develop well designed, technology rich, sustainable University sites
Audience All academics and students
1
Blended Learning Audit Tool
2014-2014
Criticality 2
Develop or adapt a blended learning audit tool.
Implement a system/process/tools for a sustainable and regular audit of blended learning activity at USC. Identify appropriate metrics, data capture and analysis tools to produce valid reports over time. Intention is to track blended learning takeup and nature of blended learning activity. Theme Strategic development
1.2 Provide a high quality student experience
Audience Leaders
1
School of Business Agreed Workplan
2014-2014
Criticality 2
To be agreed with School Theme Strategic development Audience All academics and students
1
1.2 Provide a high quality student experience 2.2 Support diverse learning and teaching styles to maximize student participation and success
School of Communication Agreed Workplan
2014-2014
Criticality 2
To be agreed with School Theme Strategic development Audience All academics and students
1.2 Provide a high quality student experience 2.2 Support diverse learning and teaching styles to maximize student participation and success
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Priority: 1=Highest, 5=Lowest 1
Criticality: Estimate of importance based on scale, priority, urgency
School of Social Sciences Agreed Workplan
2014-2014
Criticality 2
To be agreed with School Theme Strategic development Audience All academics and students
1
1.2 Provide a high quality student experience 2.2 Support diverse learning and teaching styles to maximize student participation and success
School of Health and Sport Sciences Agreed Workplan
2014-2014
Criticality 2
To be agreed with School Theme Strategic development Audience All academics and students
1
1.2 Provide a high quality student experience 2.2 Support diverse learning and teaching styles to maximize student participation and success
School of Nursing and Midwifery Agreed Workplan
2014-2014
Criticality 2
To be agreed with School Theme Strategic development Audience All academics and students
1
1.2 Provide a high quality student experience 2.2 Support diverse learning and teaching styles to maximize student participation and success
School of Science and Engineering Agreed Workplan
2014-2014
Criticality 2
To be agreed with School Theme Strategic development Audience All academics and students
1
1.2 Provide a high quality student experience 2.2 Support diverse learning and teaching styles to maximize student participation and success
School of Education Agreed Workplan
2014-2014
Criticality 2
To be agreed with School Theme Strategic development Audience All academics and students
1
1.2 Provide a high quality student experience 2.2 Support diverse learning and teaching styles to maximize student participation and success
School of Law Agreed Workplan
2014-2014
Criticality 2
To be agreed with School Theme Strategic development Audience All academics and students
3
1.2 Provide a high quality student experience 2.2 Support diverse learning and teaching styles to maximize student participation and success
Developing digital literacies through PD and PATS
2014-2015
Criticality 2
Develop digital literacies through professional development activities and peer based mentoring (PATS for blended learning)
Blended learning staff will be involved in activities such as FUT and PATS as presenters, content developers and participants. Documenting good practice and disseminating information will also be important. Theme Pedagogical improvement Audience Academics
2.1 Embed academic excellence in all teaching and learning activities 2.2 Support diverse learning and teaching styles to maximize student participation and success
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Priority: 1=Highest, 5=Lowest 3
Criticality: Estimate of importance based on scale, priority, urgency
Supporting experimentation and innovation in blended learning
2014-2016
Criticality 2
Support experimentation and innovation by prioritising blended learning in the Learning and Teaching Grants Scheme
CSALT staff to actively identify and promote innovation in blended learning and to support academic staff seeking to innovate in blended learning. Direct support and engagement in grant activity combined with advocacy to enable more agility in USC learning environments and systems. Could include innovation fund. Commissioned grants. Theme Pedagogical improvement Audience Academics
1
2.1 Embed academic excellence in all teaching and learning activities 2.2 Support diverse learning and teaching styles to maximize student participation and success
Direct student support
2015-2015
Criticality 2
On campus and online assistance for students with general IT and educational technology issues
This is an existing problem at USC in that students are largely dependent on teaching staff for digital literacy support and technology problem resolution. A much more robust student-facing response is required. Theme Strategic development
2.2 Support diverse learning and teaching styles to maximize student participation and success
Audience Leaders
1
Mediasite - desktop recording
2014-2014
Criticality 3
Enable Mediasite’s desktop recording software for staff creation of user generated content
Switching on is a simple config change, but arranging deployment (in staff PC image or by on-request package installation) more complex. Staff need support to a) use in first instance and b) make use of features such as editing, c) top and tail correctly. Theme Pedagogical improvement Audience Academics
1
1.2 Provide a high quality student experience 1.5 Extend learning opportunities throughout the region
Direct student support - Orientation to blended learning
2014-2014
Criticality 3
Develop materials for orienting students to blended learning and embed these into course sites
Students need a range of supports to enable them to familiarise themselves with the USC blended learning approach. These could take the form of self-paced resources, induction sessions and embedded standard resources within courses. Theme Student digital literacy
2.2 Support diverse learning and teaching styles to maximize student participation and success
Audience Students
3
Rewards for innovation and collaboration
2014-2016
Criticality 3
Reward staff for innovation and collaboration, for taking reasonable risks and for communicating with others about innovation
Blended learning staff will be actively involved in helping draft guidelines, providing in-kind support to academic staff working on projects, supporting Grants and Awards staff and promoting the PD opportunities. Theme Strategic development Audience Academics
2.1 Embed academic excellence in all teaching and learning activities 2.2 Support diverse learning and teaching styles to maximize student participation and success
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Priority: 1=Highest, 5=Lowest 2
Criticality: Estimate of importance based on scale, priority, urgency
Direct student support - Computer Buddies
2014-2016
Criticality 3
Extend and develop the ‘computer buddy’ system currently being trialled in the Library to encourage peer support and mentoring
This support mechanism needs to be confirmed as an ongoing resource for students. C~SALT has a role in ensuring 'buddies' are well trained and supported with accurate and appropriate information. Theme Student digital literacy
2.2 Support diverse learning and teaching styles to maximize student participation and success
Audience Leaders
2
Promote good pedagogical practice in innovative learning spaces
2015-2015
Criticality 3
Promote and share pedagogical innovation in technology rich learning spaces
This is about capturing and exploring innovative pedagogical possibilities of technology rich learning spaces and exposing teaching staff to creative ways to use the spaces and the technology. Theme Pedagogical improvement
4.4 Maximise opportunities to develop well designed, technology rich, sustainable University sites
Audience Academics
2
Orientation to learning spaces
2015-2015
Criticality 3
Orientation of staff to new learning spaces Orientation of new staff to USC learning spaces and technologies
There is a need for new staff to be inducted into USC's standard teaching spaces. Some of this is about using technology but CSALT's perspective is pedagogical possibilities of the spaces and exposing teaching staff to creative ways to use the spaces and the technology. Theme Pedagogical improvement
4.4 Maximise opportunities to develop well designed, technology rich, sustainable University sites
Audience Academics
4
Mediasite - expanded lecture capture
2014-2014
Criticality 4
Increase amount of lecture capture in Mediasite enabled venues (opt-out approach) and provide PowerPoint slides, vodcasts and podcasts to students
Prepare arguments and business case to support move to mandatory lecture capture. Work at infrastructure level to resolve technical problems and simplify recording for teaching staff. Theme Pedagogical improvement Audience Leaders
1
1.2 Provide a high quality student experience 1.5 Extend learning opportunities throughout the region
Direct student support - develop resources for staff to support students
2014-2014
Criticality 4
Meet students’ expectations that their tutors will be involved in teaching them how to use technologies by having staff supported to do so.
C~SALT staff to prepare resources to support teaching staff support students. These could take the form of self-paced resources, induction sessions and embedded standard resources within courses. Theme Staff digital literacy
2.2 Support diverse learning and teaching styles to maximize student participation and success
Audience Academics
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Priority: 1=Highest, 5=Lowest 1
Criticality: Estimate of importance based on scale, priority, urgency
Guidelines for Lecture Capture
2014-2014
Criticality 4
Develop guidelines for lecture capture in Mediasite-enabled venues
Lecture recording will be expanded from 2014, probably moving to an 'opt out' system. Teaching staff need resources to a) help them operate the facilities to best effect and b) understand how best to present to a significant audience that will not be present in the lecture theatre. Theme Strategic development Audience Academics
1
1.2 Provide a high quality student experience 1.5 Extend learning opportunities throughout the region
Guidelines for Open Educational Resources
2014-2014
Criticality 4
Develop guidelines for use of Open Educational Resources Theme Strategic development Audience Academics
4
1.2 Provide a high quality student experience 1.5 Extend learning opportunities throughout the region
Just In Time Blended Learning Resources
2014-2015
Criticality 4
Develop, share and update just-in-time resources for blended learning and make these accessible as staff need them
Develop a suite of resources to enable staff to implement blended learning - exemplars, 'off the shelf' tools and toolkits, inspirational examples etc. Theme Pedagogical improvement
4.4 Maximise opportunities to develop well designed, technology rich, sustainable University sites
Audience Academics
3
Maps of educational technology in curriculum
2014-2015
Criticality 4
Review curriculum at the program level to map current use of educational technologies for learning, using the ‘applying technologies’ generic skill as an indicator and develop a program level improvement plan for embedding educational technologies
This activity has two tasks. The mapping component which is a desk audit and the improvement plan that requires a framework for technology rollout that needs to be developed first. Once we have a matrix for technology rollout we can apply it to programs. Theme Strategic development
1.2 Provide a high quality student experience
Audience Leaders
2
Promote innovation and flexibility at the desktop
2014-2016
Criticality 4
Work with academic staff to identify roadblocks to innovation and the adoption of blended learning
To be incorporated in general Learning Design work. LDs to advise on strategies, note opportunities for innovation and exploration and to document this so that CSALT can develop arguments for change. CSALT to collate business cases for change and take through appropriate channels. Theme Strategic development
4.4 Maximise opportunities to develop well designed, technology rich, sustainable University sites
Audience Leaders
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Priority: 1=Highest, 5=Lowest 4
Criticality: Estimate of importance based on scale, priority, urgency
Educational Technologies Roadmap
2015
Criticality 4
Develop an educational technologies roadmap for implementation over a five year period e.g. audience response systems enabled in lecture theatres, MoCOWs in large flat floor teaching spaces, mobile apps, adaptive technologies
A documented process for exploring, evaluating, and recommending educational technologies for adoption at USC. Production of a dynamic document that captures the current state of play in technology and maps where we should be focussing in the near and longer future. Should also include a process for promoting adoption and getting purchase at the funding table. Theme Strategic development Audience Leaders
2
1.2 Provide a high quality student experience 1.5 Extend learning opportunities throughout the region
Online Assessment
2015-2016
Criticality 4
Utilise online assessment activities
Online assessment is increasingly important and teaching staff need assistance to understand the various ways it can be used. Exemplars, exposure to existing tools, online resources can all help to acquaint academics with the possibilities. Theme Pedagogical improvement Audience Academics
4
1.2 Provide a high quality student experience 1.5 Extend learning opportunities throughout the region
Promote learning analytics for improved teaching
2014-2014
Criticality 5
Develop use cases and approaches for learning analytics that can inform future iterations of a course or program.
Develop good understanding of current datasets and what they mean; other analytic tools that are available and make recommendations for future developments (such as SAMP requests). Theme Strategic development
4.4 Maximise opportunities to develop well designed, technology rich, sustainable University sites
Audience Leaders
2
Embedding digital literacy standards in HR employment criteria
2015
Criticality 5
Work with HR to specify digital literacy expectations in relation to recruitment and development Theme Strategic development Audience Leaders
5
2.1 Embed academic excellence in all teaching and learning activities 2.2 Support diverse learning and teaching styles to maximize student participation and success
Capability/experience statement for students on blended learning
2015-2015
Criticality 5
Define what a student can expect from the University in blended learning, simulation and the USC environment
Production of statement of what is offered at USC including expectations of both USC and students in engaging with a blended learning environment. Almost like, but not, a SLA. Something like a charter. Theme Strategic development
4.4 Maximise opportunities to develop well designed, technology rich, sustainable University sites
Audience Students
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Priority: 1=Highest, 5=Lowest 5
Criticality: Estimate of importance based on scale, priority, urgency
Direct student support - video collaboration
2014-2015
Criticality 6
Online video collaboration between teaching staff and other students
Initially this will focus on Blackboard Collaborate. Once a VC system is in place, CSALT has a role in promoting its use to support teaching groups across locations. This will include introductory workshops, support materials, case studies, exemplars etc. Theme Pedagogical improvement
2.2 Support diverse learning and teaching styles to maximize student participation and success
Audience Students
5
Guidelines for use of Social Media
2014-2014
Criticality 7
Develop guidelines for use of Social Media Theme Strategic development Audience Academics
5
1.2 Provide a high quality student experience 1.5 Extend learning opportunities throughout the region
Exemplars of blended learning by discipline areas
2015-2015
Criticality 7
Profile what blended learning looks like for a number of different disciplines e.g. health, sciences and arts using successful examples
Staff can learn a lot by seeing case studies and examples. This activity is to capture good practice for sharing and inspiration across disciplines. Theme Pedagogical improvement
4.4 Maximise opportunities to develop well designed, technology rich, sustainable University sites
Audience Academics
5
Video collaboration - videoconferencing
2015
Criticality 8
Operationalize video conferencing at all USC sites
This is essentially an IT activity but CSALT has a role in determining the best solutions and in supporting their adoption into teaching practice. Timetabling critical. Theme Pedagogical improvement Audience Academics
5
1.2 Provide a high quality student experience 1.5 Extend learning opportunities throughout the region
Video collaboration - cohorts across locations
2015
Criticality 8
Create online presence that encourages interaction between members of the same cohort studying at different sites
Initially this will focus on Blackboard Collaborate. Once a VC system is in place, CSALT has a role in promoting its use to support teaching groups across locations. This will include introductory workshops, support materials, case studies, exemplars etc. Theme Pedagogical improvement Audience Academics
4
Video case studies of good practice
1.2 Provide a high quality student experience 1.5 Extend learning opportunities throughout the region
2015-2015
Criticality 8
Utilise video case studies available under creative commons to share good practice (COFA, Plymouth University, USC produced)
Identifying, cataloguing and setting up repository of video resources. Will be dynamic resource that will grow over time. Will need information management framework over the top (also including other CSALT resources). Theme Pedagogical improvement
4.4 Maximise opportunities to develop well designed, technology rich, sustainable University sites
Audience Academics
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Priority: 1=Highest, 5=Lowest 4
Criticality: Estimate of importance based on scale, priority, urgency
Employing blended learning to ease timetable pressures
2015-2016
Criticality 8
Utilise blended learning approaches to ease timetable issues Theme Strategic development
4.4 Maximise opportunities to develop well designed, technology rich, sustainable University sites
Audience Leaders
4
Support and promote BYOD
2015-2016
Criticality 8
Support for BYOD - provide capable and robust wi-fi networks distributed across the campus that take account of the growth in demand in coming years
Work with IT Services to ensure that infrastructure provisioning is appropriate for learning and teaching in connected, mobile device-rich learning environments. Theme Strategic development
4.4 Maximise opportunities to develop well designed, technology rich, sustainable University sites
Audience Leaders
5
Support and promote single sign-on and widespread system integration
2015-2016
Criticality 9
Promote the integration of systems that talk to each other to provide students with a seamless experience including single sign-on as broadly as possible
Use of common identity management - so all systems can access using central identities. Theme Strategic development
4.4 Maximise opportunities to develop well designed, technology rich, sustainable University sites
Audience Leaders
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