Learning flexibility: the environment and a case study

This paper outlines the flexible student learning environment in the Faculty of Engineering and Surveying, before concentrating on evaluating one online learning option. This Faculty provides a variety of high quality on-campus, distance education and on-line academic programmes and various learning strategies for the heterogeneous student cohort (national and international). By accessing appropriate flexible learning and different learning experiences, students are empowered to determine learning opportunities and methodologies to suit their personal needs. The off-campus mode study may disadvantage students since they don’t have the benefit of face-to-face instructions or to participate in formative assessments delivered informally in lectures. This may lead to feelings of remoteness and isolation leading to poorer learning, lower results in assessments, and may also contribute to drop-out rates, particularly in first year courses. To overcome this inequity, the usual training materials presented for a first year course in 2005 were supplemented with PowerPoint lectures, enhanced with synchronous audio, and a series of quizzes to be used as formative assessments. The lectures and quizzes were presented online via a course web site and were designed to become an integral part of the learning experience. An evaluation of the effectiveness of these strategy demonstrated improved students' learning, a positive contribution to the learning experience, increased enjoyment of the course, and a strong learning motivator. Students reported feeling less disenfranchised with the university and having a greater affinity with the lecturer

Trusted CI Experiences in Cybersecurity and Service to Open Science

This article describes experiences and lessons learned from the Trusted CI project, funded by the US National Science Foundation to serve the community as the NSF Cybersecurity Center of Excellence. Trusted CI is an effort to address cybersecurity for the open science community through a single organization that provides leadership, training, consulting, and knowledge to that community. The article describes the experiences and lessons learned of Trusted CI regarding both cybersecurity for open science and managing the process of providing centralized services to a broad and diverse community.Comment: 8 pages, PEARC '19: Practice and Experience in Advanced Research Computing, July 28-August 1, 2019, Chicago, IL, US

Staff development at RMIT: Bottom‐up work serviced by top‐down investment and policy

Effective staff development is the weaving together of many strands. We need to support staff in their current work, while providing them with ideas, incentives and resources to look for new ways to design learning environments which will enhance student learning. Staff development must be combined with specific projects where change is occurring. Ideas are not hard to find Incentives and resources are another matter. The paper will outline some general principles for effective staff development. These principles will be applied in the description of the substantial investment RMIT has made in order to realize our teaching and learning policy. We have a model of ‘grass‐roots’ faculty‐based work funded by large‐scale corporate ‘investment’. ‘Bottom‐up’ meets ‘top‐down’

Teaching and learning in virtual worlds: is it worth the effort?

Educators have been quick to spot the enormous potential afforded by virtual worlds for situated and authentic learning, practising tasks with potentially serious consequences in the real world and for bringing geographically dispersed faculty and students together in the same space (Gee, 2007; Johnson and Levine, 2008). Though this potential has largely been realised, it generally isn’t without cost in terms of lack of institutional buy-in, steep learning curves for all participants, and lack of a sound theoretical framework to support learning activities (Campbell, 2009; Cheal, 2007; Kluge & Riley, 2008). This symposium will explore the affordances and issues associated with teaching and learning in virtual worlds, all the time considering the question: is it worth the effort

Transforming pre-service teacher curriculum: observation through a TPACK lens

This paper will discuss an international online collaborative learning experience through the lens of the Technological Pedagogical Content Knowledge (TPACK) framework. The teacher knowledge required to effectively provide transformative learning experiences for 21st century learners in a digital world is complex, situated and changing. The discussion looks beyond the opportunity for knowledge development of content, pedagogy and technology as components of TPACK towards the interaction between those three components. Implications for practice are also discussed. In today’s technology infused classrooms it is within the realms of teacher educators, practising teaching and pre-service teachers explore and address effective practices using technology to enhance learning

Distance, multimedia and web delivery in surveying and GIS courses at the University Of Southern Queensland

[Abstract]: The University of Southern Queensland has been involved with the distance education of surveying courses for over 25 years. In recent times, staff of the Surveying and Land Information Discipline, and the University as a whole, have embarked on multimedia enhancement and web delivery of curricula. This paper examines some of the initiatives undertaken to enhance the delivery of educational materials and discusses some of the issues involved in the effective delivery of distance education materials. The significant experience in the delivery of traditional educational materials has proven to be an advantage in the repackaging and enhancement of teaching materials. Delivery of education to off-campus students requires a significant support infrastructure which is often not recognised by new entrants into the flexible delivery arena. Traditional support mechanisms such as phone, fax and standard media (eg. videos, audio tapes etc) are being replaced by email, ‘electronic’ discussion groups, CDs and internet resources. These enhancements, when developed professionally, require a significant commitment of resources and expertise and often require a team approach to their design and development. Access by off-campus students to internet services and affordable software packages also require careful consideration in the design and offering of distance education materials

BPM News - Folge 3

Die BPM-Kolumne des EMISA-Forums berichtet über aktuelle Themen, Projekte und Veranstaltungen aus dem BPM-Umfeld. Schwerpunkt der vorliegenden Kolumne bildet das Thema Standardisierung von Prozessbeschreibungssprachen und -notationen im Allgemeinen und BPEL4WS (Business Process Execution Language for Web Services) im Speziellen. Hierzu liefert Jan Mendling von der Wirtschaftsuniversität Wien in aktuelles Schlagwort. Des weiteren erhalten Leser eine Zusammenfassung zweier im ersten Halbjahr 2006 veranstalteten Workshops zu den Themen „Flexibilität prozessorientierter Informationssysteme“ und „Kollaborative Prozesse“ sowie einen BPM Veranstaltungskalender für die 2. Jahreshälfte 2006

Doctrina perpetua: brokering change, promoting innovation and transforming marginalisation in university learning and teaching [Editors introduction]

Doctrina perpetua—translated variously as “forever learning” (Cryle, 1992, p. 27), “lifelong learning” and “lifelong education”—is the Latin motto of Central Queensland University (CQU), an Australian regional university with campuses in Central Queensland and the metropolitan and provincial cities of Brisbane, the Gold Coast, Melbourne and Sydney and with centres in China, Fiji, Hong Kong and Singapore. During its early development the institution was small and regional; in many ways it was an institution at the margins of higher education. For only a third of its 40-year life has it been recognised as a university. However, the vision of both its founders and its continuing staff has been that of an institution that actively brokers change, promotes innovation and seeks to transform marginalisation— for students, for its community and for itself. Its short life on the edge of the universe of higher education has promoted a culture of innovation and an acceptance that change is a necessary and positive aspect of life on the edge. Embracing change, CQU has become a complex institution, a notion well expressed in a speech in August 1999 by former Vice-Chancellor Lauchlan Chipman on Visioning Our Future: I have often remarked that I do not see CQU as “the last university of the old millennium” but rather as “the first university of the new millennium”. One of our greatest strengths in making the transition is our relative immaturity as a university. The more mature a university, especially if it is successful, the less agile it is when it comes to the need to change. So far as the future of universities and change is concerned, my position is unequivocally Heraclitean: change is the only thing that is permanent. Applying to itself the motto “doctrina perpetua” over its short life, the agile University has become a “complex and diverse organisation” (Danaher, Harreveld, Luck & Nouwens, 2004, p. 13). This overview of CQU seeks to provide readers with a short description of the current state of the institution and the story of its development to provide a context for understanding the chapters that follow, and to assist readers to reflect on how these developments at CQU relate to higher education generally, and to the universities with which they are more familiar