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Executive Summary

1 Introduction

2 Context

3 Methodology

4 - 9 Findings, Analysis and Discussion

10 Summary of Findings

11 Discussion of Findings

12 References

13 Case Studies

Acknowledgments & Partners

Case Study Map 

Institution H4

4 Context

Institution H4 is a multi campus, pre 1992 university in Northern Ireland. During the 2002 03 academic year student numbers were just over 17,000 with 600 of these being distance learning students. At the same time, the university delivered around 3800 modules; of these around 250 actively used the virtual learning environment (VLE), as did all five faculties of the university. The institution has a written strategy for the development of networked learning.

This case study is based on evidence gained from seven interviews with staff in different roles and positions, questionnaire returns from all seven of these people, and significant documentary evidence. The respondents represented the following roles:

• Academic staff implementing networked learning,
• Quality manager,
• Registry staff responsible for student records,
• Senior management with responsibility for networked learning and academic quality,
• Support staff providing a range of services for academic staff and students engaged in networked learning,
• Technical staff with responsibility for infrastructure support for networked learning.

Documentary evidence

Four main documents were consulted: the Vision and Strategy document, the Corporate Plan, the Lifelong Learning Initiative, the Human Resource Strategy 2002 2005, and the Staff Development Strategy. In addition a number of other documents publicly available were examined.

Key themes permeating the university’s vision include the encouragement and development of high quality teaching and learning, and inclusivity, which encompasses equal opportunities and outreach. The university’s vision for teaching and learning will be achieved in part by improving accessibility to its provision through investing in the development of advanced information technology to extend provision and widen access, and investing in the development of open and distance leaning. The university also plans to put in place appropriate mechanisms to recognise the contribution of staff involved in the preparation of open and distance learning materials.

Two strategic priorities within the corporate plan reflect aspects of the Vision statement:

• to maintain and enhance the quality of the learning and teaching available to all students,
• to continue focus on widening access, increasing participation and the promotion of opportunities for lifelong learning.

These strategies are to be achieved in part through promoting the use of information and communication technologies (ICT) to enhance the learning process, and through staff development initiatives. The university has invested in a major new Learning Resources Centre; in programmes of basic IT skills for students on taught courses; and strategies for reviewing and improving IT infrastructure and for support to teaching staff. The university also plans to revise its student recruitment methods to support its vision through the use of ICT. It plans to further develop its recruitment through electronic communications and Internet links with schools as well as enhancing access to learning resources for students based outside the campuses.

To realise its vision the university has established an Institute of Lifelong Learning, with responsibility for a range of activities including the development and dissemination of the university’s open and distance learning provision. Its role is to widen access and inclusion within a culture of lifelong learning and it adopts flexible delivery mechanisms such as distance learning and web based learning. Its strategy is to focus on a number of key areas including: e learning, continuing professional development opportunities, and key skills. It has developed a virtual campus offering flexible online learning opportunities. The virtual campus has a Development Office that was established in 2001 to provide access to information on e learning for the academic learning communities, and assistance in using technology to provide high quality teaching and learning experiences to students. The office provides advice and training on all aspects of e learning including multimedia production and delivery, and it provides a team that will provide pedagogical support to staff and production facilities for e learning.

The Staff development strategy demonstrates the importance that the university places in teaching and learning and in widening participation by stating that it will develop more detailed strategies to ensure continuing success in these core activities. The Human Resources strategy has set as a priority its goal to support e learning activity. One of its objectives in achieving this goal is to create a development programme that supports staff in understanding online learning and in applying it appropriately and effectively. It also aims to reward staff to support the e learning strategies.

Overall the university documents demonstrate a commitment to developing networked learning at all levels of the institution. Networked learning is seen as a fundamental underpinning to improving access to, and the quality of, the university’s learning and teaching provision. The requirements necessary to achieve the development of networked learning are integrated into all the key planning documents, including the vision, corporate plan, infrastructure planning and human resource management and development.