GAIHE Consortium Meeting. Salamanca (Spain), the 26th June 2015

1. Workshop to discuss and select good
practices
(Indra Dedze, Anna Lasakova and Paulina
Pankowska)
• Objective: select 3/ 4 good practices from all case studies
• Selection procedure:
– Anna explains selection criteria (10 minutes)
– Indra lists the practices from the case studies (10 minutes)
– Consortium divided into 3 groups each of which selects 2/ 3
practices (25 minutes)
– A representative from each group reports back to the remaining (10
minutes)
– An overall discussion to select the final 3/ 4 practices (20 minutes)

2. GAIHE Project
Methodology for selection of
best practices from the case studies
Presentation by
Anna Lasakova & Lubica Bajzikova
Comenius University in Bratislava

3. Value added Sustainability Transferability
BEST PRACTICES

4. BPaddsvalue
• Practice goes beyond standard expectations of HEI stakeholders and
provides something "more". Being more effective, providing better
solutions, meeting requirements of stakeholders, their actual or
unarticulated needs, being original, giving competitive advantage,
having an positive impact on HEI (or even on wider society). Giving an
effective answer to new problems or having capacity to answer to an
old problem in a new and successful way.

5. BPissustainable
• Practice is durable, resilient, and survives within the setting despite of
turbulences or changes. Being “environment-friendly”; fits well with
the HEIs internal environment. It cooperates well with other HEIs
processes and structures. It corresponds with HEIs long-term vision
and strategic goals.

6. BPistransferable
• Practice can be conveyed to other contexts or settings easily. Practice
can be replicated in different contexts as it was “originally” conceived
and implemented. It can be disseminated to other settings, being
convergent with the public policies agendas. It is relatively easy to
make working connections between the (elements of the) practice and
the new setting.

7. Criteria for “BP adds value”
1. Helps to promote productive cooperation between the main institutional spheres: the
university – the industry/business – the government
2. Promotes learning of new practices among HEI's stakeholders
3. Promotes the lifelong learning among HEI's stakeholders
4. Enables an easy access to knowledge
5. Helps to build the goodwill of HEI
6. Contributes to diversification of the current modes of education provision at HEI
7. Supports the internationalization/networking of the teaching/learning/research at HEI
8. Mobilizes HEIs’ infrastructures as well as knowledge, skills and abilities of the HEI's
employees
9. Fosters the ICT-related skills of graduates
10. Ensures students have more experience of practical knowledge

8. Criteria for “BP is sustainable”
1. Is capable to maintain its underlying idea, character, structure and practicality despite of
organizational or managerial changes at HEI
2. Shows tendency, or potential to evolve into a standard operating procedure within the
education provision at HEI
3. Formal feedback channels are at hand in order to gain information on the effects of the
practice from the “users”
4. Has some level of buy-in from the leadership of the institution
5. Is supported by HRM at HEI (for example, employees are incentivized for adoption of the
practice, or clear responsibility and accountability of employees dealing with innovation are
defined within their job description)
6. Is coherent with HEIs vision and strategy

9. Criteria for “BP is transferable”
1. Is prone to some adjustments in order to meet the specific cultural, local, institutional
contexts without losing its original character
2. Is easily administrated and it is feasible from the operational point of view
3. The training and acquiring the skills needed for successful usage of the new practice is
relatively easy and straightforward (no experts need to be hired, a peer-to-peer, or
colleague-to-colleague help is mostly sufficient)
4. Does not imply bureaucratic burden for the HEI's staff, or for other stakeholders
5. Has value-for-money
6. Does not necessitate any disruptions in the HEI's governance and/or management
structures

10. Thank you for attention

11. References
• GAIHE Final report. Section 2.2 Project methodology (Lasakova, A., & Bajzikova, L.).
• Innovation in Governance and Public Administration: Replicating What Works. (2006). New York: United
Nations.
• Salmon, G. (2005). Flying not flapping: a strategic framework for e-learning and pedagogical innovation in
higher education institutions. ALT-J, Research in Learning Technology, 13(3), 201-218.
• Mioduser, D., Nachmias, R., Forkosh‐Baruch, A., & Tubin, D. (2004). Sustainability, scalability and
transferability of ICT‐based pedagogical innovations in Israeli schools. Education, Communication &
Information, 4(1), 71-82.