MULTIDISCIPLINRY NATURE OF THE ENVIRONMENTAL STUDIES.pptx
HEA keynote july2014
1. Higher Education
Learning in 2020: a
case study
Professor Shirley Alexander
Deputy Vice-Chancellor
University of Technology, Sydney
@SAlexander_UTS
2.
3. Learning
futures
Transdisciplinary
Personalised
learning
Industry and
problem focused
Learning2020
Staffing models
• Role of academics
• Paraprofessionals?
• Pay scales
Timetable
systems
Credit recognition
Learning2014
Collaborative,
active
engagement
Best of online +
face-to-face
Authentic
Graduate
attributes
Personal Professional Intellectual
UTS Model of
Learning
Professional
Practice
Global workplace
Research
inspired
The future of learning at UTS:
a roadmap
6. Technocracy
• the “one best way”
• bring the experts together,
establish standards, impose a
single set of values
• technocrats celebrate their own
knowledge and hoard their
expertise
• vision is a combination of
excitement and fear – with the
reassurance that some authority
will make everything alright
Postrel, V. (1998) The Future and its Enemies: The Growing Conflict Over
Creativity, Enterprise, and Progress, Free Press: New York.
7. Dynamists
• Planning not needed – solution emerges from the
interaction of all the individuals
• Draw on biological metaphors, variety, experiment,
feedback and adaptation
• Central value is learning – an open-ended process
• Emphasise progress can happen with free experimentation
and learning
• Have room for a wide range of enterprises
• Believe that we learn from choice, competition and
criticism
• View eccentricity and criticism as part of trial and error
learning
• Let many different ideas compete and co-exist
• Have strong opinions about the best way to do things but
realise they may be wrong
• Accept that what is best for one may not be for another
Postrel, V. (1998) The Future and its Enemies: The Growing Conflict Over
Creativity, Enterprise, and Progress, Free Press: New York.
8. “We look for feedback loops rather than a
central planning and directing body”
Self-organising systems get down to the
fundamental principles and continually self-
organise around those.
Need a vision, turn into goals into broad,
simple, well-understood principles that
allow people to make decisions without
micro-management.
Postrel, V. (1998) The Future and its Enemies: The Growing Conflict Over
Creativity, Enterprise, and Progress, Free Press: New York.
9. “Strategic leadership naturally
does not consist of a set of
right answers about ‘how to do
it’. Diverse techniques apply to
different situations and
people.”
Core principles:
1. Shape the strategic vision
2. Inspire and enable
excellence
3. Devolve leadership of
learning and teaching
4. Reward, recognise and
develop teaching
5. Involve students
http://www.olt.gov.au/executive-leadership-learning-teaching-higher-education-2012
13. Learning spaces: importance vs. performance
3.5
3.5
Performance
Importance
(4.65, 3.7) My classes are held in sufficient, well
equipped lecture theatres, classrooms and other
learning areas
(4.5, 3.4) There are
adequate spaces on
campus for me to work
with other students on
group assignments
(4.4, 3.3) There are
sufficient quiet
places to study on
campus
(3.9, 3.4) There are
sufficient spaces for me
to use my laptop on
campus
Low
Low
High
High
2007
14. Who are the
learners?
How to design
the
curriculum?
Which learning
spaces support
curriculum and
technologies?
Which
technologies
support aims?
15. LEARNING
2014
What students want
• Engaging, interactive F2F
classes + podcasts of them
• More F2F time with academics
• More feedback (+faster
turnaround)
• Faster turnaround on email and
Blackboard questions
16. Who are the
learners?
How to design
the
curriculum?
Which learning
spaces support
curriculum and
technologies?
Which
technologies
support aims?
17. The UTS
model of
learning
1. An integrated exposure to
professional practice through
dynamic and multifaceted
modes of practice-oriented
education
2. Professional practice situated
in a global workplace, with
international mobility and
international and cultural
engagement as centre piece
3. Learning which is research-
inspired and integrated,
providing academic rigour with
cutting edge technology to
equip graduates for life-long
learning
18. UTS
MODEL OF
LEARNING
integrated exposure to
professional practice
•Work-based learning
•Work integrated learning
•Internships
•Practicum etc
•Volunteer activity, Shopfront projects etc
•Field trips - real and virtual
•Simulation and role plays - in class or online
•Problem-based or issues-based approaches
•Multi-media case studies - including student
produced work
•Guest lectures or podcasts by professionals
19. UTS
MODEL OF
LEARNING
Graduate attributes related to
the UTS Model of Learning
• Professional, intellectual and personal
graduate attributes eg
• Ways of generating, critiquing and working with
disciplinary and professional knowledge and practice
• Understanding what it means to be a particular kind
of professional
• Employability skills and longer-term learning
attributes
• International and intercultural perspectives that
enable students to live and work in global contexts
• Collaboration, communication and technological
capabilities
• Capacity to self assess and
communicate attributes and engage in
lifelong learning and development
24. Student Feedback: Informal space that does not
work well
• The area outside the computer
labs at building 5.
Reasons:
- Too noisy (during the day)
- Bad lighting.. Really bad lighting
- Not suitable for serious study or
undisturbed discussions (during
peak hours)
- However it is a good quite place
to study alone for the night.
30. Bad
Building 2 level 4 Atrium
• This whole building creates
a very dark feel to it, due to
the lack of lighting and use
of dull colours
• Also the space in the middle
as shown isn't utilised
properly, engineering
students don’t have many
places to study . Some tables
and couches could be placed
there to utilise the open
space
48. Learning spaces: importance vs. performance
3.5
3.5
Performance
Importance
(4.65, 3.7) My classes are held in sufficient, well
equipped lecture theatres, classrooms and other
learning areas
(4.5, 3.4) There are
adequate spaces on
campus for me to work
with other students on
group assignments
(4.4, 3.3) There are
sufficient quiet
places to study on
campus
(3.9, 3.4) There are
sufficient spaces for me
to use my laptop on
campus
Low
Low
High
High
2007
2012
(4.28, 4.0) My classes are held in sufficient, well
equipped lecture theatres, classrooms and other
learning areas
(4.1, 3.7) There are
adequate spaces on
campus for me to work
with other students on
group assignments
(4.1, 4.1) There are
sufficient quiet
places to study on
campus
(3.9, 3.8) There are
sufficient spaces for me
to use my laptop on
campus
66. Curriculum design
Earlier ways Learning2014
Learning at UTS Practice-oriented
learning
UTS Model of Learning,:
practice-oriented, global
and research-inspired
What is important What students know What students can do with
what they know
Subject design Dot point list of content Linking ‘what students can
do with what they know’ to
objectives -> learning
activities and assessment
Graduate attributes Largely not identified or
included
Faculty or course-specific
attributes identified,
embedded and assessed
67. What students
experienceEarlier ways Learning2014
Learning Primarily lectures, with
tutorials, labs or studios, with
UTSOnline
Best of online learning combined with best of
face-to-face collaborative learning with
UTSOnline engagement
Learning resources Notes from class, readings
from Library and textbooks
Podcasts, screencasts, Youtube, Open Education
Resources, online learning resources, readings
and digital resources from Library, social media
and textbooks
on campus learning
experience
primarily lectures and
tutorials, structured labs,
individual studios
Primarily collaborative learning activities
Some lectures/ guest presentations, inquiry-
based and research labs and studios
Off-campus learning
experience
Assignments, studying for
exams with UTSOnline
engagement
Preparing for on-campus learning
activities –watching screencasts, pre-
reading and online with UTSOnline
engagement
Assessment Exams – Focus on “What can
you remember?”, Assignments.
Authentic activities designed to elicit
“What can you do with what you have
learned?”
68. Progress to date
Graduate Attributes Project – final year of 3
Learning2014 bottom-up strategy
• Creating the conditions in which academics
can make Learning2014 their own:
• Website – case studies, guidesto … etc
• Learning2014 Series
• Future T&L Fellows
• VC’s T&L grants
• Presentations, communication at every
possible opportunity
• Recognition and reward
69. Communications …
Senior Managers forum run in flipped mode
Learning2014 email newsletter
Website with videos
• Presentations at:
• every Faculty Board (every year)
• Annual Teaching and Learning conference
• Sessional staff conference
• Senior Management Group
• University Council
70.
71.
72.
73.
74.
75.
76. 0 50 100 150 200
Introduction
Strategic Plan
Inspiring student success
MOOC update
Learning2014
Where to from here
8am
7pm
2pm
77. Groups
1 MOOC debate (3 groups)
2 Elevator Pitch (2 groups)
3 Critique
4 Create a poster
85. 49202 COMMUNICATION PROTOCOLS
Postgraduate Telecommunications Subject
Have taught for ~10 years
3 main periods:
2004 – 2011 – Standard Mode – 14 weeks, 3 hours per week
2011 – 2013 – Block Mode – 7 weeks, 3 x 2 day blocks, 9am-5pm + exam
August 2013 – Flipped block mode – no lectures!
I will be showing you:
Comparison of face to face hours in each of the above periods
Comparison of student results in each semester
Comparison of SFS results across the 3 different periods
Extracts from video lectures (3 different styles)
96. Things take longer to happen than
you think they will
and then …
they happen faster than you think
they could.
Larry Summers
Former President, Harvard
99. Team approach
• Faculty-based academic as team
leader
• IML academic as facilitator of, or
advisor on, course/ curriculum
design
• Educational technology support
• Academic and languages literacy
support
• Library support
In addition, as required, the team will
include staff members from AVS, ITD
and Careers.
100. For implementation
this year:
1. Development of University KPI on
Learning2014 compliance
2. Development of Faculty Learning2014
compact
3. Peer Review system for determining
Learning2014 compliance
104. UTS: a data
intensive
university
Learning
UTS: a data intensive
university
1. Solve problems
• attrition
• preparation
• ‘killer’ subjects
2. Promote student
engagement
3. Personalised learning
4. Allocate resources
105. i-Educator-
introductionHi – I’m calling
from Student
Services. We’re
calling all first
years just to see
how you’re going
First
year
student
list
(7000+)
UTS students
Student Systems
Outreach program
Outreach workflow
106. Decision tree model for attrition after two years of engineering degree study for the
2003 Domestic entry cohort at Institution D
Source: http://www.altc.edu.au/resource-engineering-qualification-curriculum-uts-2011
111. Paul Ramsden
“Leadership is a balancing act. We
might wish it were systematic and
predictable; in reality, it is
disordered and episodic; and each
leader’s history is scattered with
omissions, confusion and failures”
Source: Learning to Lead in Higher Education, p254.
114. Learning2014 team
Dr Tanja Golja
Susan Sherringham
Marilyn Harris
From IML
Ass Prof Jo McKenzie
Dr Peter Kandlbinder
Jenny Pizzica
And many others
ITD team led by Dr Chrissie Burns
UTS Library staff led by Mal Booth
FMU and PMO staff: Glen Rabbitt and
Nigel Oliver
And our 37,000 students!