JISC Regional Support Centres – Stimulating and supporting innovation in learning May 2, 2008 |...

JISC Regional Support Centres – Stimulating and supporting innovation in learning May 2, 2008 | slide 1JISC Regional Support Centres – Stimulating and supporting innovation in learning

Graciano SoaresGraciano SoaresSenior AdvisorSenior Advisor

[email protected]@rsc-london.ac.uk

ILT Strategy DevelopmentILT Strategy Development

Situation Analysis – Tools and Approaches

JISC Regional Support Centres – Stimulating and supporting innovation in learning

Think about the last strategic planning in which you were involved. Discuss the following with a partner.

1.Did you lead on the planning or were you a contributor?

2.What was the aim of the planning?

3.Who else was involved?

4.Who did the planning affect?

5.Was it implemented?

6.Was it monitored? How successful do you think it was?

Strategic planning experience


Funding

Support

Q3) Who else was involved?

What are the advantages and disadvantages of promoting

wider consultation on an issue as part of the process of the

strategic planning?

Wider consultation

Wider consultation

Wider consultation


Funding

Support

Advantages … and disadvantages of wider consultation

1. Promotes understanding of the issue

2. Increases chances of buy-in3. Early communication of

changes to come4. Whole-organisation

involvement5. Involves everyone who should

be involved6. An opportunity for those who

would otherwise not have had an opportunity to input in the process

7. ‘Voice of those in the middle’

1. Takes longer2. Raises expectations that may not be met3. Exposure – people and roles

Advantages and Disadvantages


Two tools that might help you build your understanding of where you are.

Strategic planning experience

RSC London EPRRSC London EPR

BECTA GeneratorBECTA Generator


Funding

Support

Wide consultation is at the

heart of the RSC London

EPR

The RSC London EPR approach


The EPR modelLeadership

Technology &accommodation

Learning &

teaching

Lear

ner

need

s

Culture

Sta

ffde

velo

pmen

t

E-ProfileDimensions

Policy & Planning

Lear

ning

& e

valu

atio

n

Outcomes

Managem

ent & processes

© Ted Smith Consulting


The EFQM Quality Model

Policy &Planning (P) – 32%

Policy &Planning (P) – 32%

Management & Processes (M) – 26%

Management & Processes (M) – 26%

Outcomes (O) – 28%

Outcomes (O) – 28%

Learning &Evaluation (L) – 14%

Learning &Evaluation (L) – 14%

Leadership10%

Processes14%

Keyperformance

results15%

People10%

Policy &Strategy

8%

Partnership& resources

8%

Peopleresults

9%

Customerresults

20%

Societyresults

6%

Enablers Results

Innovation & Learning


Funding

Support

• Building on the experience of the ILT/e-learning Health Checks

• EPR is an outcome of the RSCs involvement with the sector and supporting agencies

• Increased support to Senior Management Teams within the FE System

• EPR - E-Learning Progress Review (an approach to support strategy development and transformation); it uses the EPR Profile Tool – an online scoring system developed by the RSCs to support the FE sector and inform strategy development

Background


Key areas

• Establish an internal dialogue around the embedding of technology

• Assist providers to gauge where they are in their journey to embedding technology across their organisation

• Support self-regulation and self-assessment

• Provide an organisation-wide mechanism to highlight areas of good practice and areas for development

Aims of the EPRAims of the EPR


The survey is divided into 6 sections:Leadership

CultureLearner Needs

Learning & TeachingTechnology & Accommodation

Staff Development & Human Resources

In each of these sections, the questions fall into the following 4 management areas:

Policy and Planning (P)Management & Processes (M)

Outcomes (O)Evaluation and Learning (L)

The EPR Profile is based on national standards and uses a web-based survey designed by

the RSCs for the FE sector.

87 question itemsapproximately 16 minutes

EPR ProfileEPR Profile


• The use of ILT in the curriculum and in the management of the college is fully supported by all senior staff and the Board of Governors (P)

• There is a process for recognising, celebrating and sharing effective practice across the college (M)

• Middle managers actively implement and review the ILT/e-learning strategy in their departments (O)

• We believe that the culture of the institution has encouraged staff to use ILT in their work (L)

The aim is to stimulate reflection

Sample questionsSample questions


What the survey looks likeWhat the survey looks like


AimsKey SMT and MM are

identified

Start and end dates agreed

Survey is released

SMT and middle managers take

the survey

Responses are analysed and sent back to

SMT

SMT calls a meeting to

discuss results

Recommend-ations and

action points generated

Management agree on the way forward

Plan and implement

Lead SMT agreement

The process in the FE contextThe process in the FE context


• EPR is an internal process; its an opportunity to bring people together and reflect – relies on respondents honesty and objectivity

• It is totally anonymous individuals can’t be identified

• Focus on management group discussion and dialogues

• Enhancing to institutions’ self-assessment

• Informing and empowering management to identify the best way forward

• The RSC will add value

To find out more and make use of EPR, contact your local RSC.

SummarySummary


Becta Generator


Becta Generator - reporting

Becta Generator

JISC Regional Support Centres – Stimulating and supporting innovation in learning May 2, 2008 | slide 1JISC Regional Support Centres – Stimulating and supporting innovation in learning

ILT Strategy DevelopmentILT Strategy Development

E-Learning Progress Review for situation analysis

Graciano SoaresGraciano SoaresSenior AdvisorSenior Advisor

[email protected]@rsc-london.ac.uk

JISC Regional Support Centres – Stimulating and supporting innovation in learning May 2, 2008 |...

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