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The university sector in the United Kingdom is hugely diverse and that diversity is increasing rapidly. It is not just that devolution to Wales, Scotland and Northern Ireland has encouraged regional diversity but that institutional missions, modes of operation and methods of governance are so different.
For some, universities are about creating and disseminating knowledge. For others, students are at the heart of everything they do and others are very directly reliant on tuition fees. Many for-profits, meanwhile, are about the bottom line. This diversity has important implications for policy-making. A policy that favours one kind of institution may severely disadvantage another.
By Simon Launder, Deputy Chief Innovation Officer and Ian Dunn, Provost (Coventry University, UK)
The meaning of digital in education is changing.
In spite of universities often being at the bleeding edge of technological innovation in research, higher education providers have often lagged behind when it comes to digital innovation and the adoption of technology in teaching and learning.
To date there perhaps hasn’t been the competitive imperative in higher education, as seen in other industries such as finance or media, to develop technology on a continuous loop of innovation and improvement, but there are signs that the sector is waking up to the strategic advantage of adopting a digital mindset.
King's has set out a compelling vision to ‘make the world a better place’ in its strategy for 2029. The strategic drivers that will enable its delivery mean that Library Services must position itself as a provider of access to world-class resources and learning spaces in order to support research and teaching.
We will need to take a leading role in the emerging digital landscape at King’s, create services to support the full research life-cycle and Open Research as well as empowering students in digital literacy. We must place our Archives & Special Collections at the heart of King’s cultural offering and create opportunities for multi-disciplinary study in new learning environments.
Universities are in the middle of a transformation that is challenging the status quo and is forcing higher-ed leaders to embrace change if they wish to remain relevant. Four broad drivers are behind this disruption, said James Phelps, director of enterprise architecture and strategy at the University of Washington and winner of the 2018 EDUCAUSE Community Leadership Award, during EDUCAUSE 2018.
Our campus communities -- students, faculty, staff, alumni -- deal with information overload across many platforms and apps. Isn't it time we brought campus communication and learning into one high-tech ecosystem?
Editorial by Kathy Edersheim (President, Impactrics LLC) and Yasim Rahman (CEO, Unio)
Today, while we all deal with massive information overload, this is an acute problem for students. Simply by carrying a smartphone, students are bombarded with information almost constantly. And, as mentioned in a recent Nielsen study, 98% of students from age 18-24 own a smartphone. Millennials wake up with their phones, sleep with their phones, take their phones to their bathrooms and, yes, some check it during sex.
If a university doesn’t have enough bandwidth, plugs or charging stations, or doesn’t have enough staff who are using technology, you can’t wake up and suddenly fix all that when the alpha generation arrives. You have to plan and think through what the next generation will look like.
Via Nik Peachey
At its new Waterside Campus the University of Northampton is doing away with lecture theatres in favour of more flexible ‘teaching spaces’. It’s the latest evidence of the university’s developing approach to using digital technology to enhance teaching and learning. Already, Northampton has redesigned two-thirds of its courses to support its ‘active blended learning’ approach and the new teaching spaces are part of a strategy to give students best value from face-to-face time with teachers.
Universities must embrace digital learning or face losing out to competitors, according to the head of the UK’s massive open online course platform.
FutureLearn chief executive Simon Nelson said that, while the campus-based degree would “always have its place”, there was “no room for complacency”.
In a lecture to the Royal Society for the encouragement of Arts, Manufactures and Commerce (RSA), he argued that institutions that did not grasp the potential of online learning would be overtaken by rival providers.
“Universities need to recognise that though the prize may today seem tiny next to their core business, things are only going in one direction,” Mr Nelson said. “The sooner they go through the organisational pain of putting digital first in every area, the sooner leadership can be established in a rapidly changing market.”
Providing adequate financial support plays only a small part in helping disadvantaged students to successfully complete an undergraduate degree, writes Devorah Lieberman.
Making your institutions' online presence felt. The benefits of integrating it in the daily institutions' cycles to increase engagement and content sharing.
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Higher education institutions can close the achievement gap among their students through data-driven communication and planning. Higher education advisors are finding new ways to use data analytics to communicate, strategize and execute graduation plans for traditionally underserved students. At Georgia State University, modern data collection tools give college counselors crucial academic and financial information, allowing them to make more informed suggestions to help their students succeed.
Key messages: Prepare students for digital learning Arriving students need to know what to expect from digital learning. Our findings point to the key practices and tools that students find useful in each sector but there is no one-size-fits-all solution. This is where institutions can make excellent use of their local insights data. Make bring your own devices (BYOD) work Most students now bring their own devices for learning but many can’t use them to access subjectspecialist software and online content. Students learn more efficiently if they have access to the full range of learning tools on a device of their choice. Assistive technology is for everyone One in five students is using assistive or adaptive technologies, often by choice rather than necessity. Institutions should recognise the value of ‘inclusive for all’ and investigate how digital technologies can support inclusion in learning and assessment. Help students stay happy and well FE students would benefit from better access to health and wellbeing services online. HE students would benefit from more help to stay safe online. All students want to feel that they belong, so their log-in should give access to personalised services, student societies and social networks.Digital experience insights survey 2018: findings from students in UK further and higher education. Authors: Tabetha Newman, Helen Beetham and Sarah Knight SEPTEMBER 2018
Across the higher education sector, aspirations to internationalise the student body, transform approaches to education, increase student recruitment and generate revenue are all on the agenda. Once, universities might have been able to do all of this on their own. But it looks less likely as we move towards a digitally integrated future. Evidence-based pedagogical approaches for online education mean that very high quality engaged learning is now available at scale. But making the right choices of technologies and deploying them effectively requires effective partnerships and collaborations with providers.
The ninth UCISA Survey of Technology Enhanced Learning (TEL) for higher education Report has been published. The Report offers a longitudinal perspective of TEL developments across the UK higher education sector, focusing on the current provision within universities and other higher education providers and the emerging and planned patterns of learning technology usage. This year’s Report draws on data going back to 2001 in its longitudinal analysis of TEL trends. In this blog post, we will explore some of the key findings from this year’s Survey, updating the picture that was reported on in 2016 (see corresponding blog post).
In this chapter included in the book Higher Education in the Era of the Fourth Industrial Revolution, Dempsey and Malpas consider the future of the academic library in the context of a diversifying higher education system. The academic library is not fixed. It is changing as it adapts to the changing research and learning behaviors of its home institution, which are the principal drivers of the library service.
Dempsey and Malpas explore ways in which libraries are responding to the transition from a collections-based model to a more diffuse services-based model. This is in parallel with the evolving influence of the network on student, teacher and researcher practices and with the shift from print to digital. They describe diversification of the higher education system, around poles of research, liberal education and career preparation. Academic libraries similarly will diverge, with different service bundles depending on the type of educational institution they serve.
This means that the model of excellence for libraries also will need to be plural, based on strategic fit to the needs of the institution they serve and not on collection size or gate count.
For colleges and universities to succeed today, treating nontraditional students as the norm is becoming quite important. With college enrollment declining over the past five years, looking to engage students who have often struggled in traditional academic settings might be a way for universities to increase their success.
(2005). Flying not flapping: a strategic framework for e-learning and pedagogical innovation in higher education institutions. ALT-J: Vol. 13, No. 3, pp. 201-218. doi: 10.1080/09687760500376439
E-learning is in a rather extraordinary position. It was born as a ‘tool’ and now finds itself in the guise of a somewhat wobbly arrow of change. In practice, changing the way thousands of teachers teach, learners learn, innovation is promoted and sustainable change in traditional institutions is achieved across hundreds of different disciplines is a demanding endeavour that will not be achieved by learning technologies alone. It involves art, craft and science as well as technology. This paper attempts to show how it might be possible to capture and model complex strategic processes that will help move the potential of e-learning in universities to a new stage of development. It offers the example of a four-quadrant model created as a framework for an e-learning strategy.
Institutional engagement with digital literacies at the University of Brighton has been promoted through the creation of a Digital Literacies Framework (DLF) aimed at academic staff. The DLF consists of 38 literacies divided into four categories that align to the following key areas of academic work:
Learning and teaching Research Communication and collaboration Administration For each literacy, there is an explanation of what the literacy is, why it is important and how to gain it, with links to resources and training opportunities. After an initial pilot, the DLF website was launched in the summer of 2014. This paper discusses the strategic context and policy development of the DLF, its initial conception and subsequent development based on a pilot phase, feedback and evaluation. It critically analyses two of the ways that engagement with the DLF have been promoted: (1) formal professional development schemes and (2) the use of a ‘School-based’ approach. It examines the successes and challenges of the University of Brighton’s scheme and makes some suggestions for subsequent steps including taking a course-level approach.
Online toolkit to support HE strategic change using digital technology
As educational data mining takes higher ed by storm, colleges and universities must decide how and when to put Big Data to use.
Grades, credit hours, rates of participation, work schedules — student information piles up over the years, and colleges and universities continue to uncover new ways to turn all that data into actionable insights.
"This thesis explores the features of Second Life and OpenSim that affect the choice of academics who are planning to use a virtual world in order to meet the learning needs of their students. For the conduct of this study, what was taken into account is a preexisting framework which proposes the evaluation of virtual worlds against four dimensions: their contexts, the immersion encountered within each, their cost, and their persistence. "
Via Dr. Susan Bainbridge
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