Flexible futures: the academic librarian

Australian academic libraries are highly adaptive to the changing needs of learning and teaching and research and the demands of the changing information environment. Liaison Librarians are absolutely central to the academic library's ability to manage change and anticipate and prepare for the future. However little is shared in conference papers and journal publications about how Liaison is organised, developed and supported by academic libraries. Queensland University of Technology (QUT) and University of Tasmania (UTAS) Libraries have explicit, well established and long-running Liaison programs. UTAS recently embarked on a change process to move from an individual, school-focussed model to a faculty-focused, team approach to Liaison organisation. The process led to the organisation of teams, with team-member leadership roles in collection development, learning and teaching, and research support. The new organisation also established a learning environment in which librarians continue to change in a rapidly changing environment. At QUT Library the Workforce Plan has set the framework for the re-examination of the highly Faculty-integrated Liaison model to improve support for the University's research agenda, to respond to the changes in scholarly communication and to work collaboratively with the University's Teaching and Learning Support (TALSS) to embed information and academic literacies into the University's curriculum. This paper examines recent literature on Liaison, discusses two case studies of Liaison organisation at QUT and UTAS Libraries and how these changing models prepare libraries and librarians for the future of university learning and teaching and research and the changing information environment

Supporting organizational change: Fostering a more flexible approach to course delivery

Queensland University of Technology (QUT) adopted a flexible delivery policy in 1996. The main objective of the policy was to develop a more student‐centred approach to teaching and learning, since QUTs student population is predominantly part‐time, ‘mature age’, already in employment, and very diverse in cultural and academic background For many staff, the policy was threatening: staff were uncertain where they might begin to adapt their traditional face‐to‐face teaching approaches to overcome the limitations associated with time and place, and they were fearful that their teaching role and academic expertise might be superseded by a technological alternative. They lacked confidence to incorporate appropriate and relevant technologies in an innovative and effective way to support student learning objectives. This paper focuses on the implementation of QUTs policy. It highlights the role of a central services department, Teaching and Learning Support Services (TALSS), in providing training and fostering cultural change across the university. The implementation was guided by a model of flexible education and a set of principles underpinning a ‘whole of organization approach to flexible delivery. Strategies for supporting innovators, sharing experience across disciplines, co‐ordinating and focusing the support of educational developers, and embedding staff development processes are outlined The success and limitations of the organizational change strategy are summarized as ‘lessons learned’ to inform ongoing institutional policy and procedures

'Any Portal in a Storm?' Online Engagement Patterns of First Year QUT Students

Engaging new students in tertiary study, amidst the storm of their adjustment to university life, should harness conventional physical as well as new virtual spaces to ensure (as urged by McInnis 2003, p.9) learning opportunities are maximised inside and outside of the classroom. When ubiquitous information, merged technologies, blurred social-study-work boundaries, multitasking and hyperlinked online interactions epitomise generational routines (Oblinger & Oblinger, 2005); positive, rewarding interactions through virtual space "portals" may establish the mode and intensity of on- and off-campus student experience. Conventional modes of curriculum delivery and learning support that hinge on presentation of material according to (for example) scheduled topic sessions, contact times and administrative office hours, do not necessarily fully accommodate these new social realities (James, 2002, p.81), contemporary learning practices or transition-informed curriculum design (Kift, 2005). In this paper, quantitative data and rich qualitative information from internal and external surveys are triangulated to examine the patterns of online engagement for students at QUT. These patterns inform our ongoing project that seeks to tailor the delivery of curriculum mediated resources within a virtual space

'First Portal in a Storm': A Virtual Space for Transition Students

The lives of millennial students are epitomised by ubiquitous information, merged technologies, blurred social-study-work boundaries, multitasking and hyperlinked online interactions (Oblinger & Oblinger, 2005). These characteristics have implications for the design of online spaces that aim to provide virtual access to course materials, administrative processes and support information, all of which is required by students to steer a course through the storm of their transition university experience. Previously we summarised the challenges facing first year students (Kift & Nelson, 2005) and investigated their current online engagement patterns, which revealed three issues for consideration when designing virtual spaces (Nelson, Kift & Harper, 2005). In this paper we continue our examination of students’ interactions with online spaces by considering the perceptions and use of technology by millennial students as well as projections for managing the virtual learning environments of the future. The findings from this analysis are informed by our previous work to conceptualise and describe the architecture of a transition portal

Pedagogy First, Technology Second: teaching & learning information literacy online

This paper explores the pedagogical and technical issues, challenges and outcomes of creating an online information literacy course. Currently under development, this course will be offered as a parallel study option to Advanced Information Retrieval Skills (AIRS:IFN001 ) for QUT postgraduate students, a compulsory face-to-face course for all QUT research students. The aim of this project is to optimise students’ access to AIRS:IFN001 and meet the University’s objectives regarding flexible delivery and online teaching. Still in its developmental stages, AIRS::Online extends beyond the current notion of static online information literacy tutorials by providing a facilitated, student focussed learning environment comprising content and learning experiences enhanced by appropriate multimedia technology and resources which engage students in planned facilitated and/or self-paced learning events. Course assessment is formative and summative, and is comprised of a research log and reflective journal to provide a means for reviewing the content and key process of advanced information searching and retrieval

Bedding down the embedding : IL reality in a teacher education programme

Queensland University of Technology (QUT) is one of Australia's largest universities,enrolling 30,000 students. Our Information Literacy Framework and Syllabus wasendorsed as university policy in Feb 2001. QUT Library uses the AustralianInformation Literacy Standards as the basis and entry point for our syllabus. Theuniversity wide information literacy programme promotes critical thinking and equipsindividuals for lifelong learning (Peacock, 2002a). Information literacy has developedas a premium agenda within the university community; as documented by JudithPeacock, the university’s Information Literacy Coordinator (Peacock, 2002b).The Faculties at QUT have for the last few years, started to work through how theinformation literacy syllabus will be enacted in their curricula, and within theorientations of their subject areas. Attitudinal change is happening alongside arealisation that discipline content must be taught within a broader framework.Curricula and pedagogical reforms are a characteristic of the teaching environment.Phrases such as lifelong learning, generic skills, information revolution, learningoutcomes and information literacy standards are now commonplace in facultydiscussion. Liaison librarians are strategically placed to see the "big picture" ofcurricula across large scale faculties in a large scale university. We work withfaculty in collaborative and consultative partnerships, in order to implement reform. QUT Librarians offer three levels of information literacy curriculum to the university.The generic programme is characterised by free classes, offered around the start ofsemesters. The next level is integrated teaching, developed to answer a specificneeds for classes of students. The third level of information literacy is that ofembedding throughout a programme. This involves liaison librarians working toensure that information literacy is a developmental and assessed part of thecurriculum, sequenced through a programme in a similar way to traditional disciplineknowledge, and utilising the IL syllabus. This paper gives a glimpse of what ishappening as we attempt the process of embedding information literacy into theBachelor of Education programme

ePortfolios: Mediating the minefield of inherent risks and tensions

The ePortfolio Project at the Queensland University of Technology (QUT) exemplifies an innovative and flexible harnessing of current portfolio thinking and design that has achieved substantial buy-in across the institution with over 23000 active portfolios. Robust infrastructure support, curriculum integration and training have facilitated widespread take-up, while QUT’s early adoption of ePortfolio technology has enabled the concomitant development of a strong policy and systems approach to deal explicitly with legal and design responsibilities. In the light of that experience, this paper will highlight the risks and tensions inherent in ePortfolio policy, design and implementation. In many ways, both the strengths and weaknesses of ePortfolios lie in their ability to be accessed by a wider, less secure audience – either internally (e.g. other students and staff) or externally (e.g. potential employees and referees). How do we balance the obvious requirement to safeguard students from the potential for institutionally-facilitated cyber-harm and privacy breaches, with this generation’s instinctive personal and professional desires for reflections, private details, information and intellectual property to be available freely and with minimal restriction? How can we promote collaboration and freeform expression in the blog and wiki world but also manage the institutional risk that unauthorised use of student information and work so palpably carries with it? For ePortfolios to flourish and to develop and for students to remain engaged in current reflective processes, holistic guidelines and sensible boundaries are required to help safeguard personal details and journaling without overly restricting students’ emotional, collaborative and creative engagement with the ePortfolio experience. This paper will discuss such issues and suggest possible ways forward

Teamwork protocol

This protocol represents an attempt to assist in the instruction of teamwork assessment for first-year students across QUT. We anticipate that teaching staff will view this protocol as a generic resource in teamwork instruction, processes and evaluation. Teamwork has been acknowledged as a problematic practice at QUT while existing predominantly in importance amongst graduate capabilities for all students at this institution. This protocol is not an extensive document on the complexities and dynamics of teamwork processes, but instead presents itself as a set of best practice guidelines and recommendations to assist in team design, development, management, support and assessment. It is recommended that this protocol be progressively implemented across QUT, not only to attain teamwork teaching consistency, but to address and deal with the misconceptions and conflict around the importance of the teamwork experience. The authors acknowledge the extensive input and contributions from a Teamwork Steering Committee selected from academic staff and administrative members across the institution. As well, we welcome feedback and suggestions to both fine tune and make inclusive those strategies that staff believe add to optimal teamwork outcomes

Initiating Community Engagement for Enhancing Preservice Teacher Education

Facilitating community engagement in education is promoted and emphasised in university policies and strategic plans. How can a university facilitate innovations to develop collaborative partnerships with its community? This paper presents leadership processes for initiating community engagement with an Australian university and highlights examples of innovations in Science Education for Sustainable Living (SESL) with preservice teachers’ reflections on their teaching practices. Data collection included observations of practice, interviews, minutes of meetings, and written correspondence with a wide range of participants (i.e., senior QUT staff, lecturers, preservice teachers, principals, school executives and teachers, and other community members). A four-step process for implementing SESL innovations provided an example of university-community engagement, and was used as a catalyst for preservice teachers (n=14) to reflect on SESL, which provided opportunities for enhancing their science teaching practices. Results indicated that connecting the community with preservice teacher education aided in promoting understandings of sustainable living and kept environmental issues on the agenda. The four-step process implemented by the preservice teachers for SESL assisted to conceptually advance understandings of scientific causes and effects in order to propose appropriate solutions. Initiating university-community engagement required articulating visionary directions, understanding change processes, motivating potential key stakeholders, and promoting collaboration and team effort. In addition, distributing leadership aided in facilitating university-community collaboration and allowed for the implementation of a wider range of innovations. It was concluded that distributing leadership will be essential in order to sustain university-community engagement, particularly as key stakeholders in leadership roles can deploy energy and resources at levels required for successful collaborations

Business Process Management Education in Academia: Status, challenges, and Recommendations

In response to the growing proliferation of Business Process Management (BPM) in industry and the demand this creates for BPM expertise, universities across the globe are at various stages of incorporating knowledge and skills in their teaching offerings. However, there are still only a handful of institutions that offer specialized education in BPM in a systematic and in-depth manner. This article is based on a global educators’ panel discussion held at the 2009 European Conference on Information Systems in Verona, Italy. The article presents the BPM programs of five universities from Australia, Europe, Africa, and North America, describing the BPM content covered, program and course structures, and challenges and lessons learned. The article also provides a comparative content analysis of BPM education programs illustrating a heterogeneous view of BPM. The examples presented demonstrate how different courses and programs can be developed to meet the educational goals of a university department, program, or school. This article contributes insights on how best to continuously sustain and reshape BPM education to ensure it remains dynamic, responsive, and sustainable in light of the evolving and ever-changing marketplace demands for BPM expertise