linking development and innovation with mainstream activities

The Institute for Learning and Research Technology is a national centre of excellence in the development and use of technology-based methods in teaching, learning and research

1

Institute for Learning and Research Technology

Linking development and

innovation with mainstream

activities

Grainne

Conole

&

Paul

Browning

Belfast, 25 [email protected]

The Institute for Learning and Research Technology is a centre of excellence in the development and use of Information and Communication Technologies for learning and research

2


ICT R&D - it can only get better?

• The current picture looks rosy, we have – a wealth of good ICT research– a growing mass of resources and developments– new types of specialist ICT professionals– emergence of niche units of expertise– a wealth of supporting national and international

agendas and initiatives– Having lots of R&D activities must automatically

benefit mainstream university activities?


3


But there is a gap…..– R&D findings don’t always relate to university strategy– R&D activities often occur in isolation and don’t link to

mainstream university activities– There is a lack of communication and understanding – Developments/resources are often built without enough

reference to end users needs– Resource are often not widely used across university– There is sometimes a conflict between ICT R&D interests

and mainstream needs/focus


4


Key factors– ICT research and development

• is a moving target• will have a significant and growing impact in the future

– Scale up• evidence of the area maturing, eg emerging standards• need to look at issues of scale up and impact on

organisational change

– Joining up• imperative that wide range of disciplines impacting on this

research area are brought together• need wide range of skills and a multidisciplinary approach


5


Harnessing the potential of ICT• We need to

– close the loop between R&D and mainstream activities– have a clear understanding and focus on university needs– provide mechanisms for best using ICT R&D expertise

into mainstream activities

• Benefits– a more cohesive and focused set of activities– more directly relevant to the university and end users – better integration with mainstream activities and agendas


6


Technical: Functionality, interoperability, robustness

Pedagogical: Types of learning, integration, support

A complex matrix of issues

Structural: What structures, who should do what

Support: Training and staff development, student help

Strategy: Institutional leadership, Joined up strategies

Culture: organisational change, ownership, time to adapt


7


The wider agenda

University learning and teaching innovation fundsHefce quality enhancement funds

CTI, LTSN, TLTP, FDTL, JISC e_Lib and DNER

National drivers: NGfL, ufi, e-university The International context: globalisation, competition/collaboration

Research findings The Virtual Society and PACCITLink to practice

Res

ourc

esD

rive

rsR

esea

rch


8


Strategies for closing the loop– a better understanding of the underlying factors

– provision of a communication route for R&D activities

– reflection on experience in the field and feed back

– articulating the link between R&D and strategy

– awareness of key university political agendas and drivers

– Constant communication and dialogue

– Representation on appropriate formal structures

– Mutual respect and understanding

– Critical projects - to act as flagships or testbeds


9


Case study ILRT within a University of Bristol context

– Outline of underlying philosophy– Overview of

• ILRT’s research and development activities• main ingredients for sustaining R&D activities• key strategies for linking to mainstream activities

– Example of a ‘critical’ project for joining up


10


Information gateways, digital libraries

Internet design, research and development

Institute for Learning & Research TechnologyA diverse range of R&D, services and consultancy

Digital image research and services

Virtual worlds, learning tools and environments

Pedagogical research and evaluation

Consultancy, courses, conferences


11


People and supportgood practice, expertise and resources

70-80 staff with a wide range of expertise Technical, pedagogical, research and development, digitisation

and imaging, teaching and learning, project management, knowledge management & organisational change

Project-based, supportive structureEncourages creativity, track record of

sustainability, supported by a strong virtual presence and networking structure

Cross-disciplinary Expertise, research and

development


12


Inter-linked activities

Technical R&D

Pedagogical R&D

Projects and services

Advice and consultancy


13


Advisory services, teaching, staff

development & training

Services and resources, digital libraries and

information gateways

Pedagogical and technical research

Tasi

LTSN Economics

LTSS

IDBiz/ed

Bopcris

Filter

Toolkits

Evaluation

Reviews

Web design & usability

M/VLEs

Easel Medcertain

Harmony

Cultures

Renardus

BB-LTSosig

RDN VTS

WinEcon

RegardRGSS

Short courses

ETS masters

Workshops

Conferences

modules


14


LTSS - harnessing project expertise

LunchbytesWorkshopsLearning

resources

Discussion fora

Interact

Try it

Showcases

VTS tutorials

Internet Catalogue


15


ID - build and consultancy

Virtual worldsBespoke VLEs

Advice & consultancy

Workshops

VIOLETIntranet buildData

Showcases

Usability & design


16


A ‘critical’ project - VIOLET• VIOLET

– Virtual Integrated OnLine Environment for Teaching”

• Sister project to IRIS– The UoB "Research & Enterprise" portal

• VIOLET aspires to – deliver a "Teaching & Learning" portal

• IRIS and VIOLET together– underpin efforts to realise the vision of a University

Portal.


17


Builds on

• Internal Research and Development work

• Growing cross-institutional need

• Timely recent report from Learning and Teaching group

• Institutional strategies– Learning and Teaching strategy– Information Strategy– Emergent C&IT strategy


18


Timescale and aims

• Four-month feasibility study – which will conclude at the end of July 2001

• The project aims to – explore the issues around an appropriate Virtual

and Managed Leaning Environment for the University

– to make recommendations for the future


19


3 main strands– To implement

• a Commercial-Off-The-Shelf VLE (Blackboard)

– To ensure • that the DataHub is populated by authoritative student and curriculum

information from the Dolphin student system

– To create • a bespoke VMLE (building on Medici and Law Intranet) that uses the

DataHub information to provide a framework into which learning resources may be added

– Evaluation - Cross institution team• To compare COTS & bespoke, explore use, make recommendations


20


Themes and strands


21


Stakeholder involvement• COTS VLE strand

– Medicine (link in with bespoke)– Education (to explore learning aspects)– Conversion from existing systems

• Bespoke VLE strand– Builds on Medici and Law sites– Reworking of Medici in zope– Vets, Dentists, Education– others in the pipe line


22


Critical factors• Key Strengths

– Pragmatic approach• based on current need and

demand

• the state of the technology

– Joined-up thinking• Combining expertise across

UoB

• Generating shared ownership

– Eye to the future• Educating stakeholders

• Strategic perspective

• Key Issues– Joining up can be hard!

• Technically - closed MIS systems, but glueware like Zope really helps

• Culturally - closed MIS mindset, but an Information Strategy really helps

– Adequate resources– Problem still seems huge

• Integration of COTS and bespoke

• Resource implications

• Fostering ownership

• Training requirements


23


Compromise• Integration requires

– cross-institutional collaboration

– an understanding of the different perspectives and agendas involvement

– a belief in the process/expected outcomes and benefits

• It’s a tricky balance!– Researchers don’t want to

link into ‘real’ activities– What funders want doesn’t

always match local aspirations

– Developers not listening to end user needs

– Tension between commercial, local & researchBut….

Thorough integration of R&D activities with mainstream agenda benefits everyone


24


Whole greater than the sum of the parts?• Each project builds on other R&D activities• There is ongoing communication with other projects in ILRT.

What are they doing? How can the outputs from one project feed into another?

• The feedback loop is cyclical with research informing development and experience of use in the field feeding back into research

• Outputs are fed into other ILRT activities, the University and appropriate external channels

• Individual expertise and interests, role of staff development• Influence of proximity• Academic credibility and respect, mutual understanding


25


Success factors

– a clear link between R&D activities and mainstream– a mechanism for communication back and forth– evidence of relevance to end user needs– utilisation of sector expertise and niche specialities– a broad multidisciplinary perspective– appropriate utilisation of national/international initiatives– integration with local agendas

linking development and innovation with mainstream activities

Documents