Student Centered Learning and Blackboard

Dr Alan Masson

Head of International Customer Success at Blackboard

About me

Dr Alan Masson: Head of International Customer Success at Blackboard

Prior to joining Blackboard:20 years: Academic experience

10 years: Head of e-learning team at a large UK University

Over $4 million national funding awarded

Expertise: e-learning, curriculum innovation, assessment and feedback and learning design

Worked with a number of UK universities and the Quality Assurance Agency

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Blackboard International Customer Success Team Overview

A new team of functional experts with a deep understanding of the use of technology in education. This includes pedagogy, policies, processes, methods and strategies to successfully implement and drive academic adoption.

The customer success team will

• Work in partnership with key customers to help them maximise their use of Blackboard solutions to realise strategic benefits and impact

• Provide the market with expertise, support and guidance on effective institutional adoption and implementation of Blackboard solutions

Higher education in the 21st Century – a time of unprecedented change

Key drivers for change:

1. Global (and local*) competition– Rankings and league tables

– Declining student numbers*

– student applications / income*

2. Government– New funding models*

– Focus on employability of graduates*

3. Society– Emergence of new technologies and student expectations

Key focus for change – the learner

‘the changing world to be faced by today’s students will demand unprecedented skills of intellectual flexibility, analysis and enquiry.

Teaching students to be enquiring or research-based in their approach is not just a throwback to quaint notions of enlightenment or liberal education but central to the hard-nosed skills required of the future graduate workforce.’

(Hammond 2007)

KEY CHARACTERISTICS OF A WORLD CLASS 21ST CENTURY UNIVERSITY

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Characteristics of a 21st Century world class university*

• a high concentration of talent, both faculty and students

• sufficient resources to provide an extensive, comprehensive learning environment and a rich environment for advanced research

• favourable governance to encourage autonomy, strategic vision, innovation, efficient resource management and flexibility

*Source: World Bank

Characteristics of a 21st Century world class university

• People + Environments = world class learning / research experiences

Coupled with..

• Agile and effective planning, review and implementation processes

KEY CHARACTERISTICS OF 21ST CENTURY LEARNING

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21st Century University Learning – key characteristics

• emphasis on enquiry-based learning;

• structured learning which supports students to share in the responsibility for their own learning;

• involving students in a culture of research;

• acquisition and demonstration of valuable skills and attributes through independent learning and scholarship

Source: Russell Group of Universities (UK)

21st Century University Learning – key characteristics

Focus on creating highly skilled graduates through:

• Real life learning experiences

• Rich interactions among learners and with Faculty

EXAMPLES OF 21ST CENTURY LEARNING

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University of Pittsburgh

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• Individual and group activities (Reflective and Collaborative Learning)

• Interactive Business Simulation (Problem Based Learning Scenarios)

• Inclusion of dynamic activities and exercises for learner development and understanding

Key Course Differentiators

Content and Media

• Variety of content presentations and media

• Use of interactive videos and media to explain and engage the learners

• Contribution of learner interaction is done through discussion boards

Learner-to-Learner Interaction

• Use of discussion boards for collaborative and asynchronous communication

• Problem based learning and team based reflective learning on business simulations

Learning Activities

• Use of formative assessments to monitor and track students understanding and progress

• Inclusion of problem based learning scenarios and real-life case study exemplars to encourage best practice and learning

Transformational change in Teaching and Learning

Transforming a course is relatively easy

Transforming the education experience across an entire University is more of a challenge

“Implementing organisational change is one of the most common, yet least successful undertakings of modern day organisations” (Kotter 1995)

21st Century University Learning – key enablers for change

• Course Curricula

• Teaching and learning approaches (Pedagogy)

• Teaching and Learning Environments – physical and online

– formal, informal and social

Teaching and Learning Environments

Technology is core to the learning experience

And of course – mobile everywhere

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Technology is a core element of the Learning experience

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Shifting Paradigm for Assessment and Feedback

From

– Teacher-centred approach

– Assessment of learning

– Experts make judgements

– Focus on learner outcomes

– Transmission of criteria

– Individual assessment tasks

– Teacher as feedback source

– Quality of feedback message

– Feedback as monologue

– Teacher feedback reviews

– Teacher responsibility

– Delivery of feedback

To

– Learner-centred approach

– Assessment for learning

– Students learn to judge

– Focus on process and outcome

– Co-construction of criteria

– Collaborative tasks

– Multiple sources – peers, others

– Quality of feedback interaction

– Feedback as dialogue

– Student feedback reviews

– Shared responsibility

– Use of feedback

We already provide tools and resources that can support this change

TECHNOLOGY AS AN ENABLING CHANGE AGENT

Technology as a change agent

1. Informing change– Big data / data analytics*

2. Inspiring change – Realise new / enhanced practices through new devices, online

tools and user experiences

3. Enabling change– Provide timely and effective solutions to strategic challenges /

priorities

TECHNOLOGY INFORMING CHANGE

TECHNOLOGY INSPIRING AND ENABLING CHANGES IN COURSE CURRICULA AND PEDAGOGY

Challenges of realising institutional cultural change

• Scale

• Realising staff and learner engagement in the change process

• Ensuring a consistent and high quality learning experience for all learners

• Requires a strategically aligned approach to technology adoption

“Technology” must inform and support key University strategies, policies and processes

Key Strategies

• University Vision

• Teaching & Learning Strategy

• IT Strategy

• Estates Strategy

• HR Strategy

Key Processes

• Curriculum validation

• Annual Programme Review and Monitoring

• Academic Staff Development

• Staff and student Induction

E-learning - working in partnership

21st Century University Learning – key enablers for change

• Course Curricula– University of Edinburgh – focus on delivering new assessment and

feedback approach

– University of Newcastle – focus on delivering specific graduate skills and attributes

• Teaching and learning approaches (Pedagogy)– Align to deliver the objectives for curriculum change

• Teaching and Learning Environments – University of Westminster – Learning Futures initiative

– Focus on formal, informal and social requirements

BLACKBOARD: REIMAGINING EDUCATION

We’re shaping the future of education with big ideas that challenge

conventional thinking and advance

new models of learning. Every day we’re inspiring people to find

new ways to learn, connect and drive change in the way education is

delivered and experienced. Through technology and services we

bring people closer to the knowledge they seek and to ways they can

change their own education and the world for the better.

Vision (our ‘idealized’ world)

A world inspired to learn

Mission (our purpose)

To reimagine education

146 OF TOP 200 WORLD’S LEADING ACADEMIC

INSTITUTIONS WORK WITH BLACKBOARD*

SERVE 19,000+ CLIENTS

IN 100 COUNTRIES

3,000

HE Institutions in North America

1,900

International Institutions

12,300

K-12 Schools

And Districts

1,800

Corporate And Government Orgs

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DEPLOY WIDE RANGE OF INSITUITIONS FROM NICHE TO

NATIONAL

* Source: 2014 THE University ranking

60 OF TOP 100 ASIA UNIVERSITIES WORK WITH

BLACKBOARD*

Statement of Quality: Range of Deployment

We serve institutions with diverse needs and goals

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Statement of Quality: Range of Deployment

We serve institutions with diverse needs and goals

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Statement of Quality: Range of Deployment

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Comprehensive range of products and services

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Learning Eco-System

Blackboard - part of the global and regional learning community

Within Asia

• Annual Asia Blackboard Learning and Teaching Conference

• Regional Blackboard Executive forums

• Regional Blackboard Users Groups (including Japan)

• Team Blackboard Japan

Alice Iida

Regional Manager

Vikki Yip

Head of Marketing

Philip Murray

Regional VP

Yves Dehouck

Vice President - Asia Pacific

Eoin Haluch

Director

Client Support

Team Blackboard Japan

Nick Benwell

Solutions Engineer

In Summary

• Higher Education in Japan (and the rest of the world) is undergoing massive change

• Technology is a key driver for this change

• Technology is also a key enabler for realising this change

• Institutional change will require careful co-ordination and alignment of key agendas, in particular the use of “technology”

• Blackboard: an effective partner to help you realise institutional change to become a 21st Century University.

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Next steps?

• Have a clear vision

• Lead the initiative from an educational perspective

• Position technology as an enabling agent

• Focus on curriculum change and review processes (in particular assessment and feedback)

• Ensure faculty development is targeted to realise priority educational benefits

• Nagasaki University is an example of success – clear vision, educationally led

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Bb Customer Adoption Maturity Toolkit (in development)*

Aspects of Bb Adoption Brief Description

Institutional Context How aligned is the adoption of Bb products and services to key institutional strategies and stakeholder agendas?

Educational Alignment How well is the use of Bb solutions aligned to the objectives of the teaching and learning and other educational strategies / agendas?

Technology (hosting and development)

How effective is the capacity (hardware and human) to plan, develop and support relevant technologies?

Educational Innovation How is the use of Bb informing and supporting educational innovation in terms of new courses, practices and educational cultural change?

Bb Partnership How effective is Bb as a trusted partner in supporting the delivery of core services and to inform and support strategic and operational change?

Bb Advocate How effective is the local Bb champion in informing, planning and supporting the strategic adoption of Bb products and services?

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Bb Customer Adoption Maturity Toolkit (in development)*

Sector innovation

Informing and influencing the sector

Institutional innovation

Delivering on institutional strategic aims / priorities

Core essentials Meeting immediate needs

of the institution

Operational RiskFailing to meet the

needs / expectations of the institution

Minimal EssentialBasic elements in place

Effective Exemplary Reference case study

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Organisational engagement / Capacity

*: aligned to Bb Effective Practice Framework

Institutional Context Bb Advocate Bb Partnership

Educational

Innovation Technology

Educational

Alignment