Elearning Rachel Ellaway PhD Assistant Dean Curriculum and Planning Northern Ontario School of Medicine Terry Poulton PhD Associate Dean for eLearning St Georges University of London ID: 404424
Download Presentation The PPT/PDF document "Developing Strategic Approaches to" is the property of its rightful owner. Permission is granted to download and print the materials on this web site for personal, non-commercial use only, and to display it on your personal computer provided you do not modify the materials and that you retain all copyright notices contained in the materials. By downloading content from our website, you accept the terms of this agreement.
Slide1
Developing Strategic Approaches to
E-learning
Rachel Ellaway, Ph.D., Assistant Dean Curriculum and Planning,
Northern Ontario School of Medicine
Terry Poulton, Ph.D., Associate Dean for eLearning, St. George's University of London
MedBiquitous 2012Slide2
Conflict of interest
We have no involvement with industry and have no conflict of interest to disclose with respect to this workshopSlide3
Strategy 101Slide4
Technology enabled learning
E-learning and e-teachingEducational technologyTechnology enabled or enhanced learningNow a fundamental part of med-ed but hard for leaders to understand
We need a strategy …Slide5
What is a strategy?
Operations > tactics > strategiesA plan of action to realize a broad visionPredicts future needsIdentifies goals, values and idealsPlans to be able to meet and/or realize themIn a particular context, culture, communitySlide6
Strategy as activitySlide7
Provenance
Who’s it for?Who’s it from?Who gets to tell who to do what?Authority, legitimacyDomain authorityExpertise authorityRepresentativeness
AccountabilitySlide8
Impact
What happens if it’s enacted?What happens if it’s not?What do you want it to do?What do you expect it to do?Slide9
Components
PeopleServicesTools and infrastructureProjectsManagementCommunicationSlide10
Formal and Informal
FormalAcademic programsResearchCME/CPDTraining & coursesInformal
Learning organizationProjects, pilotsMentors, networks, SIGsResearchSlide11
Cultures
Clinical vs e-learningClinical factorsClinical systemsEHR, PACSSecurity, confidentialityEducational
vs e-learningAdministrative vs e-learningERPBusiness cultures
PowerSlide12
Perspectives
Instructional designers
Teachers
ManagersSlide13
Does e-learning exist?
Teaching and learning strategy
E-learning strategy
Technology strategy
teachers
learnersSlide14
Does e-learning exist?
Teaching and learning strategy
E-learning strategy
Technology strategy
teachers
learnersSlide15
Does e-learning exist?
Teaching and learning strategy
E-learning strategy
Technology strategy
teachers
learnersSlide16
Everything’s connected
operations
tactics
specific strategies
operationsoperationsoperationsoperationsoperations
operations
tactics
tactics
tactics
tactics
specific
strategies
p
rojects
innovations
replace
decommission
replace
decommission
p
rojects
innovations
operations
strategy
organizational contextsSlide17
Everything’s connected
institutional
strategies
accreditation
Teaching and learning strategy
Technology strategy
E-learning strategy
Finance strategy
HR strategy
policy
funding
legal
social accountabilitySlide18
Everything’s connected
institutional
strategic plan
accreditation
Teaching and learning strategy
E-learning strategy
Finance strategy
HR strategy
policy
funding
legal
social accountability
Technology strategySlide19
Planning itSlide20
It all starts to look like PM
Project management:DeliverablesTimescalesResourcesPlus:VisionMajor themes
PrioritiesEnablersSlide21
Components – all high level
VisionMajor themesPrioritiesEnablersDeliverablesTimescaleResources
IntegrationEvaluation and QASlide22
Strategy Components
VisionPrioritiesEnablersDeliverablesEvaluation
Contingencies1:
2:3:Slide23
Vision and Priorities
VisionSimple clear statementsCognizant of definition and scopeCognizant of stakeholdersThe way the world should be
Priorities3-8 key discrete themes and conceptsCouched as prioritiesEach is itself a clear unambiguous vision Slide24
Enablers and deliverables
EnablersFor each priorityWhat exists that enables it?What is needed to enable it?Deliverables
For each priorityWhat will be achievedWhen will it be achievedSlide25
Evaluation and Contingency
EvaluationHow will you know you’ve succeeded?How will anyone else know?What data/process/reporting is required?Contingency
What happens if things don’t work out?Plans B, C, D etcShow continuity, impact etcSlide26
Where is now?Slide27
Interviews: members of university eLearning strategy groups
3/7- ‘Russell group’4/7- middle–ranking universities
All had very similar over-arching aims:Embed eLearning, as standard ‘pedadogic’ tool Raise staff awareness of eLearning, provide support
Foster a culture of innovation and seek out good practice Create appropriate infrastructure Increase student satisfactionCreate a sustainable system for guiding investment and deployment of eLearning service and infrastructure Slide28
The story so far:
Russell group universities:- Clarity in the implementation plan, with an adequate level of detail
Implementation plan developed reasonably quickly. The focus has been more on staff (rather than students) but ..
in general students are “more satisfied than not”, but “only time will tell”Strategic decisions require staff to comply with the ‘plan’ Already regard themselves as ‘global’ universities, so without the same drive to ‘create’ an international presenceAdequate funding Investment in infrastructure
The ‘rest’Less clarity, more confusion between ‘technology’ and ‘eLearning’Implementation plan developing slowly. Focus on student experienceConcern at the challenge of obtaining Faculty ‘buy-in’ Strong remit to increase their international presence A primary aim, to remove ‘all that paper!‘-attachment feedback, sign-offs
Budget position unclear
Strategy appeared more defensiveSlide29
Hidden agendas?
4/7 middle–ranking universities, examplesStrategic aim:
To enable technology to be used effectively, creatively and confidently for the enhancement of the student learning experience
Pro-Vice Chancellor strategic aim: We need to increase our National Student Survey scores - urgently
Strategic aim:Investing in innovation in teaching to drive xxx’s reputation internationally Pro-Vice Chancellor strategic aim: I want the university to expand its reputation for innovation as soon as possible - before I move to my next, more prestigious university.
Pro-Vice Chancellor strategic aim:
We need to attract more lucrative overseas students to improve our bottom-line
‘It will remove thousands and thousands of pieces of paper’
‘It will solve our problems of integration between services’
It will break the stranglehold of IT!’
‘We don’t seem to need the new/proposed library building’Slide30
Common features /agreements
‘Service’ led programmes concentrated on technology not eLearning, and introduced more technologies that students didn't or couldn’t use. Successful implementations were more frequently home made technologies!The off-the-shelf ‘Learning Management Systems’ /VLE e.g. Blackboard, Moodle were difficult to adapt for medicine.The ‘slickest’ successful implementations tended to be ‘non-generic’, despite the national guidance. Slide31
Edinburgh vs NOSM
Big fish, small pond:Technocratic, tertiary, traditionalSmall fish, massive pond:
Distributed, innovative, community-engagedSlide32Slide33
Activity 1: flipSlide34
Activity 1
Develop a strategic plan for “Medbiq University”Work in groups of 5Steps:Create an institutional profile (HT)Develop a vision, 3-5 priorities
Identify enablers, deliverables etcPresent vision and one critical prioritySlide35
Strategy Components
Vision – 1 sentencePriorities – 3 to 5EnablersDeliverablesEvaluation
Contingencies1:
2:3:Slide36
Activity 1
Develop a strategic plan for “Medbiq University”Work in groups of 5Steps:Create an institutional profile (HT)Develop a vision, 3-5 priorities
Identify enablers, deliverables etcPresent vision and one critical prioritySlide37
Activity 2: rollSlide38
Activity 2
Change your strategic plan for “Medbiq University”Steps:Identify disrupters – roll the diceRedevelop a vision, 3-5 priorities
Identify new enablers, deliverables etcPresent revised vision and one critical prioritySlide39
Strategy Components
Vision – 1 sentencePriorities – 3 to 5EnablersDeliverablesEvaluation
Contingencies1:
2:3:Slide40
Activity 2
Change your strategic plan for “Medbiq University”Steps:Identify disrupters – roll the diceRedevelop a vision, 3-5 priorities
Identify new enablers, deliverables etcPresent revised vision and one critical prioritySlide41
Developing Strategic Approaches to
E-learning
Rachel Ellaway, Ph.D., Assistant Dean Curriculum and Planning,
Northern Ontario School of Medicine
Terry Poulton, Ph.D., Associate Dean for eLearning, St. George's University of London
MedBiquitous 2012