Enabling Digital Learning - Physical and Virtual Environments In times of change, what can we hold onto…..?

1. Enabling Digital Learning - Physical and Virtual EnvironmentsIn times of change, what can we hold onto…..? Jonathan Churchill Director, Information Technology & Resources James Cook University

2. The New Engineering Building • $100m construction project • Extensive engagement with staff • Traditional engagement with students

3. New Engineering Building: Traditional student engagement • Student representatives invited to reference group meetings • One student focus group held • Listened to politely • Engagement was limited: either not prepared or not comfortable to contribute • Student attendance became poor • No real power or ability to shape outcomes • Results show in occupancy and usage • Not a vibrant space • Staff no happier with new space than they were in old

4. Our attitude to student engagement • We know what they need…don’t we

5. We know what they need…don’t we • Non representative samples • Anecdotal evidence • Myth, rumour, gossip • Emotion • Research methodology • Rigour in data collection, analysis, testing of hypothesis, iterative approaches

6. Student services…….

26. OUTCOMES_

36. Student Experience - Governance Student Experience Executive Control Group • Membership: DVC(A) - Chair • Chair of Academic Board • PVC • DVC(A) Rep • VPS&R Rep • Academic – nom. of Academic Board • Programme Director • Attendees: As required Responsibilities: Responsible for delivery of scope and defined deliverables Determines if additional approvals required and from where Responsible for project programme (time) Removal of Roadblocks • Membership: DVC(A)/ PCV(SE) – Chair • U/G Student rep • P/G Student rep • Academic – HS • Professional Staff – Fac. Prof • International Student Services – International Office • Programme Director • Attendees: Communications Manager • Others as required Responsibilities: Ensures student engagement occurs to an adequate level Provides recommendations to ECG Ensures alignment of recommendations to student need Act as change agents Transforming Student Experience Committee Responsibilities: Manages scope Ensures deliverable achieved Strategic oversight and alignment Engagement and relationship management Manages project programme (time) Programme Director Students (Future/ Current/ Alumni) Support/ Services Prof. Staff Engagement (PVC) Learning & Teaching Academic Engagement (PVC) Responsibilities: Chair L&T Strategic Working Group In consultation with Programme Director, structure all meetings and agenda Ensure adequate resources available to complete work Ensure timelines are met and tasks completed Responsibilities: Chair S&S Strategic Working Group In consultation with Programme Director structure all meetings and agenda Ensure adequate resources available to complete work Ensure timelines are met and tasks completed Responsibilities: Ensure all areas are involved in consultation Co-ordination point for information Summation of ideas and solutions Provide recommendations to TSE Work on deliverables assigned under ‘Learning & Teaching’ Responsibilities: Ensure all areas are involved in consultation Co-ordination point for information Summation of ideas and solutions Provide recommendations to TSE Work on deliverables assigned under ‘support’ Support/ Services Strategic Working Group Learning & Teaching Strategic Working Group Technology Requirements Resource/ People/Business Requirements Policy, Framework, Governance Requirements

37. Students and Technology • 98 % have broadband internet at home • 62% have a smartphone • 97% said they wanted video recording of lectures to be compulsory • > 75% use facebook daily • 56% use technology to study on public transport • University of Adelaide, 2012

39. In times of change – hold onto your customer • Universities don’t know enough about student preferences/needs/wants • This is particularly true of service providers (IT, Property, Student Services) …and we’re the ones spending most of the money • To design effective learning experiences we need an order of magnitude more engagement with students • Extensive student engagement doesn’t have to be expensive….but does take time and trust, and needs to be led by a senior academic leader • Engagement mechanisms should be “hub and spoke” with a core capability to “plug into”