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a.
Clarity
of vision for development of e-learning within the organisation
The vision statement defines where the organisation would like to be in the
future. The vision should articulate
how ILT will contribute to the organisation’s provision. All staff should be involved in defining a
clear vision and then the organisation should ensure that the vision is owned
by all staff. .
b.
Communicating
the vision across the organisation
Following the involvement
of staff in defining the vision it should then be shared across the whole
organisation so that all staff, learners and employers are aware of how ILT
will contribute to the organisation’s provision. This could be implemented through staff
meetings, publicity material, a website, newsletters, focus groups, email and
ILT Champions communicating and promoting the vision.
c. ILT/e-learning strategy
The ILT/e-learning strategy defines the organisations objectives and how they
are going to achieve those The ILT/e-learning strategy defines the
organisations objectives and how the objectives will be achieved. It should include where the organisation is
now, relating to the use of technology, as well as where they want to be in
the future, and the roles and responsibilities relating to the agreed
objectives. Within the strategic headings e.g: Vision, Teaching and Learning,
Assessment and Verification, Learner Support, Staff Development,
Infrastructure and Equipment and Managing the Strategy, consideration should
also be given to Accessibility, Management Information, Quality Assurance,
Equal Opportunities and legal responsibilities. Having set objectives within the strategy
an action plan or schedule of activities should be put in place with
timescales. Many organisations choose to embed the action plan into the
Quality Improvement Plan. Budgets should be prepared identifying expenditures
arising from the implementation of the strategy over the planning period.
d. Relationship of ILT/e-learning strategy
to other strategic plans
The ILT/e-learning strategy should link
with the annual cycle of strategic management activity and the other
organisational strategies, for example: the Three Year Development Plan,
Self-Assessment Plan, Quality Improvement Plan, Staff Development Strategy
and Skills for Life/Key Skills Strategy.
e. Strategic management of ILT/e-learning
There should be a defined framework or procedure for the management of the
ILT/e-learning strategy which is lead at senior management level and includes
representation from across the organisation.
An example of this would be an ILT Steering Group, made up of managers
from all departments across the organisation, including administration and
finance, which is chaired by a member of the Senior Management Team. The role of the Steering Group is to manage,
review, monitor and support the progress of the ILT strategy, including
identifying courses of action to be implemented and resource requirements, monitoring the
delivery of ILT across departments, cascading good practice, ensuring all
staff are aware of developments in ILT, reviewing developments, advising on staff training
requirements and co-ordinating applications for funding
f. Evaluation
of the impact and effectiveness of the ILT/e-learning strategy
The impact and effectiveness of ILT should be
reviewed systematically and comprehensively with the outcomes becoming an
integral part of the organisation’s self assessment and quality improvement
process. Embedding the use of ILT in quality assurance procedures will
provide the required evidence to evaluate the ILT strategy e.g. learner
and employer satisfaction surveys, session evaluations, lesson observations,
IV sampling, team meetings, and staff appraisal etc
g. Coherence with local,
regional and national strategic priorities
Full consideration should be given to local, regional and national
strategic priorities, which includes the governments e-strategy, LSC
priorities, the Common Inspection Framework, the Framework for
Excellence. Identify partners to
create strategic alliances in the development and delivery of the strategy.
Identify and participate in local and regional networks to share good
practice, to aggregate equipment and resource requirements to lower the
purchase price and pool resources for staff development. Form a project
consortium and bid for joint funding. Work with key organisations such as
your JISC Regional Support Centre, NIACE, Becta, CEL and ALP.
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