Institution-wide Educational Transformation Professor Eeva Leinonen

The Ripple Effect

The Story of StudyNet Early 2000’s; 3 year project Institution-wide development and implementation of a Managed Learning Environment (MLE) Alltree J (2008)

StudyNet – What was achieved? A bespoke MLE built Major ICT and learning/teaching development All staff adopted StudyNet for teaching and communication Recognised as a leader in Blended Learning in the UK (and beyond) Government-funded Centre of Excellence in Blended Learning competitively won

StudyNet – steps from 2001 3 year timeline and targets clearly articulated Year 1: all first year courses and 50% second year Year 2: all 1st and 2nd year and 50% third year Year 3: all courses plus no paper handouts/unit booklets StudyNet Champions in all schools/professional areas Students as change agents (e.g. mentors) Initially, pedagogy did not change substantially

StudyNet – key success factors Vice Chancellor and forward looking university strategy Resources aligned and much support provided Clear targets and accountability but respecting local interpretation Built on best practice and innovation Students as drivers of change, mentors and champions Sector-wide framework and support Centre for Excellence in Teaching and Learning – UH Blended Learning Unit

HEFCE/HEA E-Learning Benchmarking and Pathfinder Programme “The benchmarking exercise was intended to help institutions establish where they were in regard to embedding e-learning. The pathfinder programme, by contrast, was specifically designed to help selected institutions, on behalf of the sector, identify, implement and evaluate different approaches to the embedding of technology- enhanced learning in ways that result in positive institutional change.”

Change Academy Approach HEA National Change Academy UH CABLE – Change Academy for Blended Learning Enhancement Anderson I and P Bullen (2009): The Change Academy and Institutional Transformation, Higher Education Academy Publication HEFCE Evaluation Report of The Blended Learning Unit

The Story of E-Learning at Kings and KEATS Built a sophisticated strategy Aligned resources to that in the Centre Pockets of enthusiasm and brilliant practice but not extensive institution wide adoption Cultural context and institutional priorities key KEATS – King’s E-Learning, Assessment and Teaching System developed (MOODLE as platform) Adoption through engagement targets plus strong support from students

Curriculum Transformation Themes, Principles, Transformational Practices

NEW CURRICULUM MODEL FOR UOW   Transition Synthesis Broadening Four Themes Five Transformational Practices Three Design Principles Intellectually Challenging Technology Enriched Real World Focused Research/ Enquiry Based FYE@UOW My portfolio@UOW Hybrid learning@UOW Connections@UOW Capstones@UOW

UOW Learning Analytics Strategy AN INSTITUTION WIDE APPROACH The academic endeavour, rather than technology and data as key driver Student retention and satisfaction With data comes the responsibility for taking action Heath, J., & Leinonen, E. (2016). An Institution Wide Approach to Learning Analytics. Developing Effective Educational Experiences through Learning Analytics, 73-87.

Engaging the Academic Community HYBRID CHANGE MANAGEMENT ‘Top-down’ aspects: Executive sponsorship Institution-wide strategy Governance structures Technology foundation Policy development

Governance in institutional transformation Highest governing body endorsements Project governance LA: - Governance Group - Ethical Use of Data Group

Strategy informed by student survey Communities of practice Engaging the Academic Community HYBRID CHANGE MANAGEMENT ‘Bottom-up’ aspects: Incremental rollout Strategy informed by student survey Communities of practice

Communities of Practice “Successful educational change initiatives embrace the wealth of professional experience and creativity among academic staff for creating better educational outcomes for students.” (O’Donnell et al, 2015)

Murdoch LEAD, WATTLE and IRU VC’s Fellow

Elements enabling institution-wide transformation Sector support and funding Clear strategy alignment, top level leadership and compelling narrative Integration of strategies = wider reach and impact A principles-based approach Students key to transformation Respect for and involvement of the relevant communities “Communities of Practice” to support innovation and change  

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