May 24, 2013

Discussing design models for hybrid/blended learning and the impact on the campus

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 A couple of weeks ago I had an interesting meeting with about 25 instructional designers from UBC, where we discussed design models for hybrid learning, defined as a deliberate attempt to combine the best of both face-to-face and online learning.

Hybrid learning: the next big change in online learning?

Despite all the hype about MOOCs, hybrid learning is probably the most significant development in e-learning – or indeed in teaching generally – in post-secondary education, at least here in Canada. I am seeing many universities (13 in six months so far) developing plans or strategies to increase the amount of hybrid learning. The University of Ottawa for instance is aiming for 20% of all sections to be hybrid within five years (which its Board feared was ‘too timid’ a target.) UBC has just started a major development called its flexible learning initiative which aims to radically transform first and second year undergraduate teaching and reach out to new markets. Hybrid learning is a cornerstone of its strategy.

Why is this happening?

The reasons for the move vary a good deal but are often connected:

  • a desire to improve the quality of very large first and second year undergraduate teaching in large research universities, which is often delivered mainly through lectures, with relatively little meaningful or ‘deep’ interaction between instructor and at least the majority of students
  • lecture capture and ‘flipped’ classes: once a lecture is recorded, the question arises as to why students need to see it live. Flipped classes require the students to watch the recorded lecture first then come to class for discussion or other related activities
  • as instructors have increasingly used learning management systems to support their classroom teaching, there is a growing awareness among instructors that students can learn ‘some things’ just as well or better online as in class; thus instructors are more ready for a more systematic move towards hybrid learning
  • the need for more flexibility for even young, full-time students, who usually have part-time jobs and hence often have difficulties making a class when it clashes with their work.

Current hybrid models

  • flipped classrooms: this is the predominant hybrid model to date. This in fact may not mean any reduction in class time, but class time is spent differently, perhaps in discussion with either the instructor or more often with teaching assistants, reviewing content from the video lectures, or even in some cases working on problem based learning. Online activities include watching recorded video lectures (increasingly in smaller chunks than a continuous 50 minute lecture), chat or formal discusion forums, and online assessment or quizzes. This model is not without its problems. Students sometimes don’t do the online work before coming to class so are not properly prepared. There is a danger of overloading students if the online activities are merely added to their regular activities such as attending class, doing the necessary reading, etc.
  • ‘intense’ residency: this can come in a number of forms:
    • the Royal Roads University model of one semester being spent on campus (usually in the summer) while the remaining semesters are fully online
    • one week or weekend/evening face-to-face sessions for practical hands-on work, such as using labs, while the majority of the course is studied online
  • in a very few cases – but where the trend is heading – classroom time is reduced from say three ‘credit’ hours a week of lectures to one or two hours thus allowing more time both for the students to study online and perhaps equally importantly, more time for the instructors to devote to the online teaching and support
  • lastly, it is essential to mention the work of the National Center for Academic Transformation, which for nearly 15 years, under the leadership of Carol Twigg, has been working with universities and colleges in the USA to redesign large first and second year classes, to make them more cost-effective. This requires a thorough re-design of the teaching, and has shown encouraging results from the more than 120 redesigns so far undertaken. Much can be learned from this earlier work.

What’s the problem, then?

The main challenge is how to decide what is best done in class, and what online. There is a clear set of best practices and design models for fully online learning, but, other than the NCAT studies, we don’t have good models or at least well-tested models for hybrid learning.

In reviews of the literature, I could find almost no published research on the comparative ‘affordances’ of face-to-face versus online learning. In fact, I received yesterday a copy of a brand new book, called ‘Rethinking Pedagogy for a Digital Age’, by Helen Beetham and Rhona Sharpe, that contains many excellent chapters on the design of teaching and learning with technology, but there’s nothing on how to decide what should be done face-to-face rather than online.

In fact there is so little written about this that I’m beginning to wonder if it’s a stupid question. But then I think of the students I used to see on my way to work on the 99B express bus to UBC, lolling about and falling asleep, or desperately trying to catch up on their reading on the bus, and the question has to be asked: ‘What is the university offering these students on campus that they couldn’t get from studying online?’

I’m sure there are many good answers to this question, but I’m not hearing the discussion. The assumption has generally been, ‘Campus is best,’, but is it, and if so, for what? And what models or design principles can guide us in answering those questions? This was the issue I raised at the UBC instructional design workshop a couple of weeks ago.

Brainstorming

So we did a little brainstorming. Here are some of things that were suggested in the very short time available (10 minutes or so):

Online

  • foundational knowledge (facts, principles, concepts, ideas, vocabulary, etc.)
  • certain kinds of skills such as knowledge management, knowledge navigation, independent learning, creative writing
  • some elements of clinical practice (e.g. correct procedures, video demonstrations of equipment being used, patient symptoms)

Face-to-face

  • public speaking and facilitation skills
  • consensus-building
  • decision-making
  • problem solving
  • building a closer relationship with/’humanising’ the instructor
  • body language cues from the instructor about what is really important to him/her in the course
  • practical lab skills/operating equipment

Brainstorming at UBC: (Photo: Gabriel Lascu)

I am sure with more time we would have added substantially to the list, but one thing was apparent. Many things that seem at first sight more appropriate in a face-to-face context can often be done just as well if not better online, e.g. developing critical thinking skills.

Another conclusion was that it was hard to find any general principles that would identify clear differences, and decisions needed to be embedded in the needs of specific subject domains, although there was an acceptance that you have to work harder online to make teaching more personal.

If any readers want to add their own thoughts on this, please do so

An instructional design strategy

There is an instructional design strategy that was used very successfully at the British Open University for designing for the first science courses in the early 1970s, and I also saw a similar strategy more recently being used at the Colorado Community College System to decide on what experiments should be done using remote labs and which by home kits.

The challenge in both cases is to decide which skills that are essential in a subject domain require access to ‘real’ equipment, and which can be developed through reading, observing videos, using simulations or animations, or home kits, so that the time actually spent in a lab (in the case of the Open University, in real labs at other universities in summer schools) is reduced to a minimum, whilst still achieving high academic standards in the subject area.

This means defining in advance the desired learning objectives or outcomes and then working back, using the most effective media at the least cost. What became clear early on is that foundational knowledge or content can usually be handled equally well if not better through text, video or other media, and thus these days online. It is developing skills that presents more challenges. One approach is to break down the learning outcomes as follows (the subject is hematology – the study of blood):

This requires the subject expert (possibly working with an instructional designer) having a deep understanding of the nature of the subject matter and making relatively intuitive decisions based on experience about what is best done online and what in an actual lab. However, without an instructional designer or more exposure to what is already available online (e.g. simulations), the tendency is to underestimate what can be done online. It can also be seen that the mix of face-to-face and online is likely to differ considerably between (and also within) different subject domains, because the required content and skills will be also different.

The principle of equal substitution

Even after a short time in exploring this issue, it becomes clear that many learning outcomes, from an academic perspective, can be equally well achieved either in a face-to-face or online environment. This means that other factors, such as cost, convenience, or the skills and knowledge of the instructor about online learning, the type of students, or the context of the campus, will be stronger determinants of choice than the academic demands of the subject matter.

At the same time, there are likely to be some critical areas where there is a strong academic rationale for students to learn in a face-to-face or hands-on context. This area needs to be researched more carefully, or at least be more theory-based than at present.

What about the campus?

If we accept the principle of equal substitution for many academic purposes, then this brings us back to the student on the bus question. If students can learn most things equally well (and more conveniently) online, what can we offer them on campus that will make the bus journey worthwhile? I believe that this is the real challenge that online learning presents.

It is not just a question of what teaching activities need to be done in a face-to-face class or lab, but the whole cultural and social purpose of a university. Students in many of our large, urban universities have become commuters, coming in just for their lectures, maybe using the learning commons between lectures, getting a bite to eat, then heading home. As we have ‘massified’ our universities, the broader cultural aspects have been lost.

Fall at UBC with the old library at the back (Photo: Tony Bates)

Online and hybrid learning provides a chance to re-think the role and purpose of the whole university campus, as well as what we should be doing in classrooms when students have online learning available any time and anywhere. Of course we could just close up shop and move everything online (and save a great deal of money), but we should at least explore what would be lost before doing that.

Your homework (to be done online)

I’d really be interested in your thoughts on the following questions:

  1. What academic activities really need to be done face-to-face/on campus – and why?
  2. Are there underlying principles or theory that could help us make such a distinction?
  3. Do we need to re-think the campus experience? If so how? Or should we just get rid of the campus for most academic areas?

References

Beetham, H. and Sharpe, R. (2013) Rethinking Pedagogy for Digital Age: Designing for 21st century learning, 2nd edition London/New York: Routledge

Can you teach lab science via remote labs?

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Colorado Community College's remote lab: in the background is an air-track for physics, in the middle a spectrometer for chemistry and in the foreground a microscope for biology

Contact North (2013) The Colorado Community College System Sudbury ON: Contact North

Contact North has been developing a series of posts on institutions that are ‘game-changers’ in online learning. The latest describes the Colorado Community College System’s use of remote labs for teaching experimental science in first year college physics, chemistry and biology courses.

Remote labs are different from simulations in that students conduct experiments in real time by controlling lab equipment from their computer desktop. Through the use of video cameras (which a student can control remotely), students can observe the experimental conditions in real time, control the equipment from their desktop, and download the data from the experiments to their computers during the experiment. There is usually a lab technician present who helps set up the equipment, but students are responsible for operating the equipment, collecting data, and interpreting the results.

Student’s computer screen: top right is what the student sees through the microscope, bottom right are control buttons for the microscope image, and top left are control buttons for moving the microscope in different directions

In the Colorado Community College system, all 13 colleges have a common first and second year science curriculum. The remote labs currently constitute about 10% of the experimental work required but could grow to as much as 30-50% as more equipment and more experiments are added. There is a booking system and students can usually complete an experiment in 30 minutes. Currently there are approximately 50 students doing physics experiments this way, 100 doing chemistry, and 200 doing biology experiments per semester. Most of these students require foundational science courses in order to take professional programs in health or similar fields. For students taking first year science courses online, the rest of the experiments are done using home kits.

The advantage of the remote labs is that students can work together in real time, if remotely, and can access more expensive or higher quality equipment (such as more powerful microscopes) than they could get in a home kit or even in a small college’s physical lab.

The project has received major funding within the USA, but the main costs in developing the web-based software to operate the equipment and to design the student interface has now been done, enabling more equipment and more experiments to be added at a much lower cost. The project is now intending to expand further remote lab nodes in British Columbia and Montana and these nodes will serve students in other states such as Alaska and Wyoming.

Are remote labs ‘real’ science?

The remote labs were originally developed by instructors in two small colleges in British Columbia, North Island College and the College of the Rockies. However, in BC, science instructors in the colleges are not using the remote labs, and in Colorado, the universities have not yet accepted remote-lab online science courses for credit transfer.

Thus ‘mainline’ science instructors are questioning whether experiments conducted remotely are ‘real’ science. Having personally observed the remote experiments being conducted, I am surprised by this. Students can see and do as much if not more than they would conducting the same experiment in a physical lab. Perhaps even more importantly, major breakthroughs in science, such as the Mars Rover and the Hadron Collider at CERN, depend essentially on remote control and sensing. Furthermore, the existing remote experiments constitute less than 10% of the experimental curriculum, far too small an amount to raise objections about credit transfer or articulation, especially since these students are not going on to become research scientists.

The objections of science instructors to remotely controlled labs reminds me of how the teaching of laboratory science was invented. In the 1860s neither Oxford nor Cambridge University were willing to teach empirical science. Thomas Huxley therefore developed a program at the Royal School of Mines (a constituent college of what is now Imperial College, of the University of London) to teach school-teachers how to teach science, including how to design laboratories for teaching experimental science to school children, a method that is still used today, both in schools and universities. Science teaching today is (ironically) not God-given but an artifact created in the context of the 19th century. Remote labs are not something less than ‘real science’, but an extension of basic scientific method to the context of today. Get with it, scientists.

 

 

No. 8 aha moment: web 2.0 will change everything in online learning

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A conceptual map for understanding web 2.0 tools (from Bates, 2011). Web 2.0 tools are in blue. Other tools of course could be added, such as MOOCs (xMOOCs way to the left in my view!). The position on the continuum will also be influenced by how the tool is used.

This is the ninth (and last) in a series of posts about the most seminal ‘discoveries’ in my researching and working in educational technology, where I discuss why I believe these ‘discoveries’ to be important, and their implications specifically for online learning. The others to date are:

My seven ‘a-ha’ moments in the history of educational technology (overview)

1.  Media are different.

2. God helps those who help themselves (about educational technology in developing countries).

3. Asynchronous is (generally) better than synchronous teaching

4. Computers for communication, not as teaching machiWhy is web 2.0nes

5. The web as a universal standard

6. The convergence of online learning (from the periphery to the core)

7. Strategy matters in online learning

This post is a bonus. When I started the series I had only seven aha moments in my head. However, recognizing that the last revelation dated from 1997 I was forced to reflect on what had happened over the last sixteen years. Even allowing for the fact it often takes time to separate the signal from the noise, had I gone brain-dead in that period, an old man stuck in the past? Surely something significant must have happened, given the rapid change in technology.

Well, yes, there is one major development for me in this period that I believe will radically change online learning, even though it is taking a long time, and has nowhere near reached its full potential.

What was the discovery? (2007)

A broad range of tools with common characteristics that are conveniently lumped together as web 2.0 will fundamentally change the design of online learning and even more significantly, the relationship between post-secondary instructor and student.

Web 2.0 is defined as including social networking sites (e.g. Facebook, Twitter), video sharing sites, blogs, wikis, online games, virtual worlds, e-portfolios and mobile applications (from O’Reilly, 2005)

How did this discovery come about?

Three things came together in 2007. I started to write this blog, using WordPress. Its purpose was rather academic – to bring together all in one place a wide range of online resources about online and distance learning that could be used by instructors and post-graduate students researching or studying online or distance learning. I didn’t fully realise at the time the power and the influence such a modest enterprise could have, because I didn’t at the time fully understand the way social media work. However, it did get me established as a ‘contributor’ using at least a few web 2.0 tools. (It should be remembered that the term wasn’t even coined until 2005)

The second thing that happened was that I went to a ‘show-and-tell’ of new applications of learning technologies at Vancouver Community College and saw for the first time a demonstration of a post-graduate online course developed at UBC by David Porter, David Vogt, and Jeff Miller, called ETEC 522, which used WordPress as the course management system. In particular WordPress had been deliberately chosen to enable students to contribute content themselves to the course. Several other exposures to web 2.0 tools followed shortly after, particularly from instructors at the Justice Institute of British Columbia, who were (and are) using mobile learning in interesting and innovative ways.

The third thing that happened was that I was then approached by two Australians, Mark Lee of Charles Sturt University and Christine McLoughlin of the Australian Catholic University, to write a chapter for a new book they were editing on web 2.0 based e-learning (which was very unwise of them, as at the time I knew little about the topic.) This forced me both to research more fully the topic, and pull together my thoughts on what was happening.

Since then, as I have become increasing familiar with web 2.0 tools and their application, I have grown increasingly convinced that they have the power to really revolutionize university teaching in particular. However, to date I have seen very few examples of such a revolutionary approach within the formal post-secondary education sector (where in my view the greatest value of these tools lies).

Why is web 2.0 significant? 

Basically because these tools give learners the power to find, adapt, create, share and publish information easily, and at very low or no cost. This represents the potential for a very significant shift in power from the teacher to the learner.

The general characteristics of web 2.0 are as follows:

  • End-user control/authoring
  • Collaboration and sharing
  • Collective intelligence
  • Low-cost/free, adaptive software
  • Rich media
  • Portability/mobility

With respect to educational uses, web 2.0 tools have the potential for the following:

  • facilitating the kind of skills required by knowledge workers in the 21st century, in particular, knowledge management, independent learning, and multimedia communication skills, as well as more traditional skills such as problem-solving, critical thinking and creativity, which are often not taught well in more traditional forms of education based for example on lectures or learning management systems
  • web 2.0 tools are more conducive to constructivist approaches to learning (see diagram at the head of this post), which I believe leads to deeper forms of understanding and more flexible approaches to developing, managing and applying  knowledge
  • these tools are familiar to most students and are used by them on a daily basis for other purposes (personal and social). Although students often are not initially aware of how these tools can also help in their studies, they are usually open and ready to use such tools when they can see the obvious benefits for assisting their learning
  • they can be used to engage students in meaningful and interesting activities, making learning more interactive and more social
  • they will eventually force us to rethink completely the way we assess student learning. These tools in the form of e-portfolios and multimedia assignments allow students to demonstrate their learning directly, without the need for paper and pencil examinations or computer-marked assignments that measure only a very limited form of learning.

However, this potential has yet to be fully realised in post-secondary education. This requires re-design and re-thinking of both the purpose and the means of post-secondary education.

The need for course re-design

The use of these tools need to be driven by the learning objectives. Indeed these tools enable us to achieve different learning objectives from more traditional modes of teaching, with a particular emphasis on intellectual skills development. There are various ways in which this can be done, so I just give some examples below.

An advanced course design might be built around the following:

  • core skill: knowledge management (how to find, analyze, evaluate and apply information)
  • open content within a learning design: students are given the learning objectives, but are encouraged and assisted to select and analyze content already existing on the web
  • online project work with activities that support the development of the target skills and competencies identified earlier
  • student-generated multimedia content: students choose content and demonstrate what they have found through text, graphics, video and audio presentations
  • peer review and discussion
  • assessment by e-portfolios.

Examples might be

  • students using the core principles of historiography to research online and develop a history of a foreign city over the last 50 years, with strong narratives and themes that the students themselves identify
  • use of virtual worlds to train border service agents (see Loyalist College) or other jobs that require a range of intellectual and procedural skills
  • use of ‘public’ wikis to discuss contemporary political events in a foreign country, drawing in contributions from key players or the public within that country
  • research on social behaviour by tracking behaviour of dog owners in public parks, supplemented by video examples and interviews

It is not difficult to think of many different ways these tools could be used to empower learners. What is needed though is a commitment to develop 21st century skills embedded within a subject domain, and to work out how these tools could best be used by students for their learning. This though would require a shift away from the instructor delivering information, and more to a role where the instructor is a facilitator, guide and evaluator.

Conclusions

Web 2.0 tools could be revolutionary for changing the way we teach in post-secondary education, but to date, as happens almost always with new technology initially, they have been mainly added on to conventional teaching, whether in classroom teaching or online, or are used outside the formal, credit-based system (as with MOOCs or communities of practice). However, I strongly believe that over time, as instructors, students and employers begin to understand the value of such tools, they will become increasingly the core around which we will build educational delivery, even, or especially, for credit-based learning.

Next

I will do a separate post explaining why I have not included other topics as seminal for understanding the role of educational technology and online learning, such as open educational resources or MOOCs. Frankly, I don’t see these as gamechangers, at least not in the way they are being deployed at the moment.

Over to you

Having said that, what have been the main seminal discoveries for you in educational technology and online learning? What would you have included in the list, and why?

References

Bates, T. (2011) Understanding web 2.0 and its implications for education in Lee, M. and McCoughlin, C. (eds. ) Web 2.0-Based E-Learning: Applying Social Informatics for Tertiary Teaching Hershey PA: Information Science Reference

O’Reilly, T. (2005) Web 2.0 Compact definition? O’Reilly Radar, October 10 (retrieved July 23, 2006 from http://radar.oreilly.com/archives/2005/10/web_20_compact_definition.html

No. 7 aha moment: strategy matters in online learning

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© Bates and Sangra, 2011

This is the eighth in a series of posts about the most seminal ‘discoveries’ in my researching and working in educational technology, where I discuss why I believe these ‘discoveries’ to be important, and their implications specifically for online learning. The others to date are:

My seven ‘a-ha’ moments in the history of educational technology (overview)

1.  Media are different.

2. God helps those who help themselves (about educational technology in developing countries).

3. Asynchronous is (generally) better than synchronous teaching

4. Computers for communication, not as teaching machines

5. The web as a universal standard

6. The convergence of online learning (from the periphery to the core) 

What was the discovery? (1997)

Having worked as a manager by this time for 7 years, I was beginning to understand the bigger picture regarding the planning and management of learning technologies, and it wasn’t pretty. For educational technology to be used effectively, it has to be planned and managed well, and there were almost no specific guidelines at the time. Almost everything was left to the IT people. This had to change. Academics had to get involved as well.

How did this come about?

Part of my responsibility when I was at the Open Learning Agency between 1990-1995 was strategic planning. In fact I was sent on a very useful three day course on strategic planning offered by the American Management Association, but in reality at OLA my main responsibility was not so much to set strategy but to implement what the executive decided (and to be fair, I was part of the executive). This involved lots of Excel spreadsheets with deliverables and dates, but the strategies changed so often it started to become a meaningless exercise – the approach was far too much like the central planning of the Soviet Union, where plans were made but they failed to match reality. What OLA really did was driven mainly by external events, and how staff at the director level responded to them.

When I went to UBC, the approach to planning was very different, because of the culture of a university. In 2000, the then VP Academic, Dr. Barry McBride, sent out a note to all faculty which among other things stated:

We need to pay increased attention to IT and learning.  While I am convinced that IT will have a significant effect on teaching and learning, I am not convinced that we fully appreciate the opportunities and pitfalls…….In response to the IT challenge, we need to do several things but chief among them are the following: first, encourage a wide discussion about the possible role IT will play in learning at UBC and second, implement an appropriate process to support the vision that emerges from that discussion.  We must ensure that the process is responsive to the views expressed by colleagues.

He then created a committee (with the interesting name of ACCULT – Academic Committee for the Creative Use of Learning Technologies) with experts in using technology from various areas (the CIO, the Director of Distance Education, two or three faculty with experience of using LTs – including Murray Goldberg, who had developed WebCT, and representatives from the Library, student services, and a student representative.) The committee was chaired by Neil Guppy, the AVP Academic Planning, a position that had been created earlier with specific responsibility for learning technologies. among other things.

Thus it can be seen that at UBC:

  • leadership identified the issue, 
  • a senior administrator was appointed with a specific mandate to manage issues around learning technologies, 
  • a committee of experts/interested people was established to develop vision and strategy, 
  • a process to involve faculty across the university in setting a vision, or, as resulted, a set of visions, for the use of learning technologies was established
  • a committee developed a range of strategies and actions that would facilitate the implementation of these visions, and this was subsequently approved by Senate and the Board of Governors. 

This is a good example of what I mean when I talk about the governance of learning technology or online learning.

The approach was also very different from that at OLA, with UBC focusing particularly on faculty developing vision and goals for learning technologies, rather than the administration setting goals and the ‘workers’ trying to find ways to implement what in fact were are a continually changing set of goals and strategies (and a continually changing external environment that the administration was continually responding to.)

Why is this significant?

The default model in many institutions had previously been to leave individual faculty to decide how to use learning technologies, and for the IT department to respond as best they could to these demands. In best case scenarios this would lead to the CIO developing an IT strategy that covered both administrative and academic needs, but was almost always underfunded and priorities could not be set (except by the CIO). There was no pressure or encouragement for faculty to use learning technologies, and no attempt to use best practices or identify success or failure in individual faculty initiatives.

In fact, we have seen online learning in particular now starting to converge with campus-based activities, so it has become increasingly important for institutions to develop plans and strategies for online learning and learning technologies. Experience and research now suggest what this process should look like. Here are the lessons I’ve learned about this (this is a summary of the main points from Managing Technology in Higher Education: Strategies for Transforming Teaching and Learning).

  • leadership is essential. The Board and the institutional executive team need to support a move to greater use of online learning, and they all need to be on the same page about this. However, the main role of leadership is to provide overall direction and broad goals for online learning (e.g., to enable more flexible access to programs) and especially to focus on the governance structure and governance processes for learning technologies, but allow the decisions on the right mix of delivery and learning technologies to be made by faculty (preferably at the program level).
  • vision and strategic thinking about online learning is more important than detailed plans or targets. In other words avoid setting a goal of 100 fully online courses by 2014, but think strategically about where and for whom online learning will provide the most benefits.
  • faculty need to be engaged primarily in developing a vision for teaching and learning with technology, and for implementing that vision, again preferably as a team at the program level.
  • decisions about delivery models should take place through the same process as deciding about content (i.e. at the program level)
  • the role and design of online learning will vary according to the needs of the students targeted and the requirements of the subject area, which is why the delivery model and the choice of specific technologies must be driven by faculty, supported by professionals such as instructional designers.
  • a high level committee with representatives from all areas affected by the use of learning technologies needs to be established to
    • deal with priority-setting for resources to support the use of learning technologies,
    • set policies or strategies for learning technologies, such as for intellectual property, protecting student privacy, or for open educational resources,
    • ensure that the necessary support for faculty and students is in place
    • to ensure that data and evidence is collected about successful and unsuccessful strategies, actions and innovations.
    • this committee needs to be ongoing, as learning technologies will continue to develop, and the external world will continue to change, requiring strategic responses from the institution as a whole.
  • faculty training and professional development is essential and also needs to be systematic and mandatory for online teaching
  • rewards need to be put in place for innovative teaching, and a strategy needs to be developed to ensure that successful innovations are spread across the institution where they are appropriate.

It can be seen that decision-making about learning technologies will take place at all levels in the institution. Good governance will ensure that the right kind of decisions are taken at the right level by the most appropriate people.

Conclusion

The planning and management of learning technologies are essential, but they can be done well or they can be done badly. In knowledge-based organizations such as universities and colleges, the full engagement of ‘front-line workers’ such as faculty and students in decision-making and especially setting a vision for teaching and learning, is paramount, but faculty and students need to be supported, so strategy, decision-making, priority-setting and training and development needs to be ongoing and continuous if learning technologies and online learning are to be used effectively.

Next

A bonus! The ninth (and last) post in this series will be on the importance of web 2.0 technologies for online learning. Coming next week at all theatres.

 

 

UBC is going big with online and flexible learning

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UBC's Vancouver campus

Yesterday (March 11), Stephen Toope, the president of the University of British Columbia, sent an e-mail to all faculty announcing a strategy to increase flexible learning across all the university’s programs. In the e-mail, he announced:

In the latter half of 2012 UBC undertook a strategic assessment of the recent global developments and their meaning for our institution…..which concluded that for UBC to meet the learning expectations of a new generation of students we need to evolve our teaching model further to one that more systematically blends traditional classroom environments with online components, interactive distance dialogues and small support groups.  The key is to provide a flexible approach to suit the varying needs of learners, and so we are calling this the Flexible Learning Initiative.  The primary objective of this effort is to enhance the learning experience of our students.

 We will initially focus our efforts on blending direct entry programs in Arts and Science in Vancouver, but we will also pursue other flexible learning opportunities including additional professional programs, personalized degrees and MOOCs.  Although the intention is to redevelop whole programs, we will work course-by-course, looking for the greatest positive changes for our students and working with faculty most interested in new teaching methods. 

Comment

This is a very significant move by one of the leading publicly-funded research universities in North America. It can be seen that this is a widely focused initiative that goes to the heart of the university’s teaching operations. MOOCs no doubt played some part in the development of the strategy (UBC after all is offering four courses through Coursera) but UBC’s real focus is on making credit programs more accessible and online learning more integrated within these programs.

This is an excellent example of a broad institutional strategy towards online and flexible learning that every university and college needs to now undertake, if they are to stay relevant and competitive in the future. I look forward to seeing how it rolls out at UBC over the next few years.

Declaration of interest

I spent eight years between 1995-2003 working at UBC as Director of Distance Education, and played a very minor part in the ‘strategic assessment’ last year.