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Giving it All Away or Making it Together?  The ALTO ‘Way’ to Sustainability Loosely based on the Art of War by Sun Tzu John Casey, Hywell Davies, Chris Follows, Nancy Turner, Ed Webb-Ingall,  University of the Arts London, Centre for Learning & Teaching in Art & Design.
Top Tip Freedom of action in the direction of OER development at your institution is essential – negotiate this at the outset. Inertia is your greatest enemy.
Definitions & Observations Sustainability Able to be maintained Maintaining ecological balance - exploiting natural resources without destroying the ecological balance of an area –  a systemic view   Planning in HE – Observation ‘ Classical’ e-learning planning and strategy in HE can tend to be determinist and linear. Strategic plans may exist but do we have the means for implementation? Tactical abilities? A lack of appreciation of the dialectical aspects of change?
Wider Dimensions Ask ‘Why’ before ‘How’   Develop a clear rationale for the benefits of involvement in OER creation from different participant perspectives   Concepts like OERs have important affective, philosophical and political dimensions that can act as powerful motivators – avoid discourse that ignores or seeks to deny this
Tactics Affective factors can compensate for limited resources and can be closely linked to clear answers to the question ‘Why’.    Be nimble and adaptive to changing situations - seize opportunities boldly    Identify and work with those who are open to change and already moving - spend your human resources carefully - take time to understand them and their contexts
Detail 1   ALTO a classic example of a short externally funded OER project. We examined a range of possible motivations from the perspectives of both individual academics and institutional management Engaged in Benefits Realisation planning (it’s a very good way of linking strategy to tactics) One of ALTO’s high level aims is to link engagement with OER to a process of culture change across the institution.
Detail 2 Ed Tech and its many proponents have failed to deliver a breakthrough change, despite constant claims to be on the brink of doing so A lack of attention to systemic and soft issues (such as tradition, structures and cultures) is often cited as some of the causes for this failure OER raises systemic and soft issues - making it a potentially powerful engine for change
The ALTO value proposition … Collaboration & OER communities of practice* Showcase for students, staff and the UAL; promotion, networking, recruitment* Extend staff skills base for  blended  and  flexible  learning* opportunities at the UAL –  new markets and reducing pressure on resources* Effective institutional knowledge, infrastructure for managing, sharing digital content Raises the institutional profile and builds a sense of shared identity and unity* Improves resource coverage for subjects* Cross college/disciplinary collaboration by engendering a culture of openness, transparency and integrity* Increased use of e-learning technologies A growing and sustainable collection of learning resources Institutional ‘memory’, a form of knowledge capture and management Harvesting and passing on subject knowledge and teaching expertise (knowledge management) Develops policy (e.g. IPR & Employment) * Students making well-informed application choices = in better retention and satisfaction rates *

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The ALTO way to Sustainability

  • 1. Giving it All Away or Making it Together? The ALTO ‘Way’ to Sustainability Loosely based on the Art of War by Sun Tzu John Casey, Hywell Davies, Chris Follows, Nancy Turner, Ed Webb-Ingall, University of the Arts London, Centre for Learning & Teaching in Art & Design.
  • 2. Top Tip Freedom of action in the direction of OER development at your institution is essential – negotiate this at the outset. Inertia is your greatest enemy.
  • 3. Definitions & Observations Sustainability Able to be maintained Maintaining ecological balance - exploiting natural resources without destroying the ecological balance of an area – a systemic view   Planning in HE – Observation ‘ Classical’ e-learning planning and strategy in HE can tend to be determinist and linear. Strategic plans may exist but do we have the means for implementation? Tactical abilities? A lack of appreciation of the dialectical aspects of change?
  • 4. Wider Dimensions Ask ‘Why’ before ‘How’   Develop a clear rationale for the benefits of involvement in OER creation from different participant perspectives   Concepts like OERs have important affective, philosophical and political dimensions that can act as powerful motivators – avoid discourse that ignores or seeks to deny this
  • 5. Tactics Affective factors can compensate for limited resources and can be closely linked to clear answers to the question ‘Why’.   Be nimble and adaptive to changing situations - seize opportunities boldly   Identify and work with those who are open to change and already moving - spend your human resources carefully - take time to understand them and their contexts
  • 6. Detail 1   ALTO a classic example of a short externally funded OER project. We examined a range of possible motivations from the perspectives of both individual academics and institutional management Engaged in Benefits Realisation planning (it’s a very good way of linking strategy to tactics) One of ALTO’s high level aims is to link engagement with OER to a process of culture change across the institution.
  • 7. Detail 2 Ed Tech and its many proponents have failed to deliver a breakthrough change, despite constant claims to be on the brink of doing so A lack of attention to systemic and soft issues (such as tradition, structures and cultures) is often cited as some of the causes for this failure OER raises systemic and soft issues - making it a potentially powerful engine for change
  • 8. The ALTO value proposition … Collaboration & OER communities of practice* Showcase for students, staff and the UAL; promotion, networking, recruitment* Extend staff skills base for blended and flexible learning* opportunities at the UAL – new markets and reducing pressure on resources* Effective institutional knowledge, infrastructure for managing, sharing digital content Raises the institutional profile and builds a sense of shared identity and unity* Improves resource coverage for subjects* Cross college/disciplinary collaboration by engendering a culture of openness, transparency and integrity* Increased use of e-learning technologies A growing and sustainable collection of learning resources Institutional ‘memory’, a form of knowledge capture and management Harvesting and passing on subject knowledge and teaching expertise (knowledge management) Develops policy (e.g. IPR & Employment) * Students making well-informed application choices = in better retention and satisfaction rates *