Developing a Flexible Learning Strategy Case Study
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Case Study presented at Future Learning and the Digital Conference June 2013 Auckland, New Zealand Developing a strategy for flexible learning programmes in your organisation: • How to develop and implement an institute wide strategy • How to lead change initiatives and embed them into institutional practice • Ways to effectively use technologies to engage and inspire learners and create accessible learning opportunities • Tips on how to effectively integrate technology strategically into teaching and learning
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Developing a Flexible Learning Strategy Case Study
- 1. Developing a strategy for flexible learning programmes Case Study
- 3. NorthTec Regional Polytechnic in Northland: • Over 300 staff • Average 4,500 to 6,500 learners equivalent to 2,800 full time students
- 4. • Learners of all ages from secondary school through to retirement • Learning sites range from a large central campus, several satellite campuses, Marae, community halls, local farms and also Ngawha Corrections Facility • Over the last 5 years more than 70,000 people have undertaken courses with NorthTec Social footprint
- 5. NorthTec interacts with a wide range of areas including: Schools Industry/businesses Community groups Individual students Iwi Local and central government (e.g. Councils, Health, Social Development) Community footprint
- 6. Learning Sites 2 Campuses 3 Learning Centres and many Delivery Points and mobile learning sites across Northland
- 7. Our Students
- 9. • Access • Financial • Education for everyone! The challenges Source: Wikimedia Courtesy of Svilen.milev
- 10. • Traditional face-to-face • Blended • Video Conferencing • Online • In community Reaching learners
- 11. How we developed and implemented an institutional flexible learning strategy
- 12. It’s a change strategy The 8-Step Process for Leading Change (Kotter)
- 14. NorthTec’s vision for flexible learning is to use networked and flexible delivery options to improve accessibility and participation for learners in the Northern region. Clear vision 3
- 15. Flexible Learning is that mixture of educational philosophy, pedagogical strategies, delivery modalities and administrative structures which allows maximum choice for differences in student learning needs, styles and circumstances. Shared definition 3
- 16. Flexible Learning means : • a shift in the emphasis from the teacher to the learner; • use of a range of teaching and learning strategies; • the ability of the learner to negotiate various aspects of the learning; What does it mean? 4
- 17. • flexibility within the curriculum to provide learners with alternative pathways; • a range of delivery systems, including the use of ICT and eLearning; • flexible administrative procedures; and support services. What does it mean? cont. 4
- 18. Visualized 4
- 20. key elements for success Flexible Learning Strategy 5 3
- 21. Integration of current and emerging tools with organizational systems and structures Selecting and managing tools effectively Provision of appropriate tools to create and implement flexible learning Tool kit
- 22. Institutional capability development strategy addressing diverse training needs and providing staff with the ability to become increasingly self- sufficient in their jobs Core ICT skills for teaching and learning Core skills for educators in a flexible learning environment Training
- 23. TLT training and support
- 24. “One-stop- shop” knowledge repository for people involved in flexible learning and their information needs Standards and best practice Templates Reusable learning objects Support
- 26. Flexible learning project lifecycle and work back schedule Policy, procedures and evaluation Flexible learning prioritization tool and development process Processes
- 27. People focus on capability development Leverage existing skills and knowledge to coach, develop, and mentor Learners capability development Include key skills in the recruitment process Community capability development
- 32. • Get input prior to planning – involve key people from all levels to get them on board • Collective review of data, trends, issues – ensure shared vision and objectives • Review proposed strategy seek feedback and input – involve leaders and implementers from all areas • Establishing metrics to measure success – set goals, link them to projects, monitor and celebrate success Key to success
- 33. • Promote key projects and initiatives - visibility is key to increase awareness • Pilot and then embed into practice - ensure wider adoption of good practice • Keep the momentum and continue to inspire - It is not a destination it is a journey Key to success cont.
- 34. Leading change initiatives and embedding them into practice
- 35. 2004 – 5 Building network infrastructure and piloting Moodle 2006 – 7 Establishing technology foundations to meet needs 2008 – 9 Establishing quality, LMS framework and developing capabilities 2010 -11 Moving to Open Educational Practice (OERu) 2012 -13 Reconceptualising teaching and learning Leading innovation Integrating technology in practice Changing values and culture Piloting and adopting technology Establishing infrastructure/ platform Implementing quality standards The journey
- 36. Change initiatives - producing more change 7 • Paperless SMT meetings <- leading by example • Technology Leadership Programme <- for all • Monthly staff meetings <- showcasing and celebrating success • Collaborative staff development <- we are in this together • More projects across the institution <- the new way is the way
- 37. How we use technologies to engage, inspire learners and create accessible learning opportunities
- 38. www.youtube.com/watch?v=eHSt9xvbyIw Learn in a 3D world
- 39. Engage in a Virtual World Second Life Education New Zealand SLENZ http://www.youtube.com/watch?v=0sfDtvIKFKA Bridging Education Interview Skills in Second Life
- 40. iPad2learn
- 42. Access learning in the past
- 43. Have a PAL to help
- 44. Get a POODLE • Portable Moodle – an offline version of Moodle for Windows • On USB drive, DVD or CD • Used to deliver NorthNet courses in an offline format
- 45. • quality of learning experiences • learning accessible from anywhere on and off line • continuous learning • student experiences • tutor experiences • effective peer review and moderation • ongoing improvement Making a difference and making it stick 8
- 46. It’s a change strategy Source: http://leadershipthoughts.com/wp-content/uploads/2012/07/kotter.jpg
- 47. This is how we effectively integrated technology strategically into teaching and learning
- 48. Thank you Vasi Doncheva vdoncheva@northtec.ac.nz playnice_nz Source: Wikimedia Courtesy of Rugby471
Editor's Notes
- Assemble a group with enough power to lead the change effort, and encourage the group to work as a team in a shred space.
- Create a vision to help direct the change effort, and develop strategies for achieving that vision
- Clarify how the future will be different from the past Ensuring that as many people as possible understand and accept the vision
- Ensuring that as many people as possible understand and accept the vision by making it meaningful to them.Gaining an understanding and commitment to the new direction.
- Prepare climate for change as well as empower actionMany times the internal structures of companies are at odds with the change vision.The flexible learning strategic framework is a set of five interconnected strategies supported by the institutional Technology Strategy and framework
- Prepare climate for change as well as empower action through the 5 key strategic elementsRemoving as many barriers as possible and unleashing people to do their best work
- We needed a set of technological resources needed to effectively conceptualise, design, develop, deliver and manage flexible learning.As technologies develop, evolve and converge selecting the right tools and their integration with existing systems and structures will be critical to keeping the tool kit up to date. Effective use of technological tools in education depends upon the educator's understanding of favourable and effective ways to support learning. New uses of technology to improve learning are emerging constantly: the challenge is to share good practice and ensure the people using these tools know how to leverage the technology effectively.
- This is where training, the second element contributes significantly and plays a critical role. Appropriate training and professional development initiatives help change mindsets and gain buy-into the supports and processes, the third and fourth strategy elements, which individuals should be using and following when involved with flexible learning. The learning and knowledge opportunities provided to address the needs of staff involved in different aspects if flexible learning across the organization.Professional development opportunities to all staff so that they can understand the implications of increased student choice within their role and then develop the skills required to implement necessary changes.
- The success of the Flexible Learning strategy depends on and will be a direct reflection of the support provided to the staff on a consistent and timely manner. The support structures and mechanisms will allow individuals to reference processes and procedures, review examples, access templates, and get regular updates on the information they need to effectively implement flexible learning. Support included the ongoing resources and communication needed by the staff involved in the various phases of flexible learning. Support structures and resources ensuring that staff and students have the knowledge and mechanisms they require when involved in flexible learning.
- The methods and procedures used to successfully implement flexible learning. From flexible and e-learning policy,review examples, access templates, and making sure that all staff get regular updates on the information they need to effectively implement flexible learning into their practice.
- When the tools, training, support, and processes are put into place there will be no need of a large team dedicated to flexible learning. A greater impact could be achieved by leveraging the existing skills, knowledge and capability across the institution to help coach, develop, and mentor others.
- To ensure success, short term wins must be both visible and unambiguous.Short-term wins rarely simply happen, they need to be part of the planning and effort. The wins must also be clearly related to the change effort. Such wins provide evidence that the sacrifices that people are making are paying off.
- Consolidating gains and producing more changeTo have a successful major change initiative, by step 7 you will begin to see: More projects being addedAdditional people being brought in to help with the changesSenior leadership focused on giving clarity to an aligned vision and shared purposeEmployees empowered at all levels to lead projectsReduced interdependencies between areasConstant effort to keep urgency highConsistent show of proof that the new way is working
- Anchoring new approaches in the culture This is why cultural change comes in Step 8, not Step 1. Some general rules about cultural change include:Cultural change comes last, not firstYou must be able to prove that the new way is superior to the oldThe success must be visible and well communicatedYou will lose some people in the processYou must reinforce new norms and values with incentives and rewards – including promotionsReinforce the culture with every new employee