After a lovely weekend (well Sunday) in Lynmouth it was back to work on Monday. Well back to the desk in my house. The office, not so much.
The coronavirus figures have started to creep back up, so we’ve been put into a new lockdown of sorts. Schools are remaining open, but people are been asked to work from home.
Met with my sector strategy colleagues on Tuesday and gave us a chance to catch up and chat about what we’ve been up to and what’s coming up.
Spent time working on a structure for the Data Matters 2021 conference. This conference is usually a physical face to face event, however, as might be expected with coronavirus, this time we will be running it as an online conference. This now only throws up some challenges, but also provides a range of opportunities. In addition to the structure I have been working on the types of sessions that could be run. As well as traditional sessions such as online presentations, I have been thinking about different kinds of synchronous and asynchronous sessions. I’ve also been wondering about pre and post conference sessions as well.
The weather made a definite shift this week, with hot summer days, which though was a nice change from the wet and grey days we had in August was slightly mitigated by the fact that I was working at my desk.
The week started with a culture session. As with frameworks, defining the culture is a very small part of the story. You can define what you want the culture to be, however unless you can define your current culture, then it can make it challenging to see what has to change. Much more challenging is how you move from the current culture to the new model. There are factors that impact on this, shared understanding is one of these. Something I think I need to reflect more on at another time.
I started the week working through what I needed to do, and adding them as tasks to my JIRA boards. I had moved away from JIRA for task setting, as I was mainly working within Teams, but started to feel as my work widened that I needed some way of keeping up to date with what needed to be done. I use a combination of JIRA, Confluence and now Teams to ensure stuff that needs to be done gets done.
First year students at UK universities will be imminently beginning some kind of an on-campus experience this year. It will be unlike anything they, or staff working in HEI,s have ever experienced.
I was reminded of my post on community I wrote last month on how community will be difficult to build in bubbles and on hybrid courses.
With an online or hybrid programme of study, much of the building and developing of community is lost. There is no informal way to have a coffee and a chat before an online lecture in the same way that happens before a lecture in a physical space.
Did some internal work on our culture programme ready for an internal workshop I am participating in next week. I’ve always thought describing the culture is part of the challenge, and a shared understanding of those descriptions. Also then following up with more detailed expectations of the ways in which staff work and how the organisation will support this.
I remember in a previous culture and behaviours session I asked about the following statement which describes demonstrating a behaviour based on trust.
I keep people informed
I think one of the challenges with culture change, first what does this mean and importantly what does it look like? One person’s keeping people informed is very likely not going to be the same as someone else’s perspective. So should we describe what this looks like so that staff are aware of expectations about keeping people informed. Also what support will the organisation need to provide to enable this, to make it happen and importantly keeping it happening?
Culture change is challenging, but it needn’t be slow.
Universities across the UK thought they had everything sorted. In March, near the end of the second semester, they had rushed to deliver online teaching, as the coronavirus pandemic forced them to shut their doors to maintain the safety of staff and students. With the spread of the virus easing over the summer, institutions began planning for the safe arrival of students in September. Stop-gap measures hurriedly introduced in March had become permanent by August; policies and guidance on social distancing, sanitising, and digital teaching alongside limited face-to-face tuition on campus had been drawn up having in mind the capped numbers of students universities then expected to receive.
Then came the A-level results.
It was one of many articles and blog posts on the fall out from the u-turn on the A Level results and the resulting impact on admissions and places.
I thought the honesty of Sheffield Hallams’ Vice Chancellor blog post was a breath of fresh air amongst all this.
Monday was my first day back at work after a week on leave, where we went to France for a holiday. It was nice to get away from it all. The situation (at the time) in France was nice and calm. As we now approach the end of the week, it looks like the situation in France is looking worse than when we were there. It was pretty much a last minute affair in booking the holiday, we booked on the Tuesday and went on Sunday. I think if we had decided to go later in the summer, we probably wouldn’t have gone at all. It brings back to the fore the whole challenge of what is, or what isn’t going to happen in the next six to twelve months, or even longer.
After my leave, I was a little anxious when I got to my computer, how many unread e-mails would be in my inbox, but in the end there was just 143. Well there was 143 in the main inbox, there were others in folders that go there with the automatic rules I use for e-mail.
I use the Inbox Zero approach when it comes to e-mail. This means I don’t check my e-mail and see what is there, I read, process and deal with my e-mail. For each e-mail I process them using one of the following five criteria.
In the end it didn’t take me long to go through the e-mails (well it is August) and then do the one task that had arisen from them. Most of the e-mails were from mailing lists I am subscribed to, and though I have rules that push JiscMail ones to specific folders, others from vendors and event organisers generally tend to end up in the main inbox.
Colleges across England can now use SCORM learning materials for their students directly through Microsoft Teams. In a major development for schools, colleges and universities, GO1 have released their app for Microsoft Teams. This will support SCORM, xAPI and other rich learning content packages formats to be accessed within Teams for free. In 2015, more than half of further education institutions across the UK teamed up to form the Blended Learning Consortium. This allows them to pool their money and purchase a higher quality of learning resources than they could develop on their own. These resources are available to participating colleges within Teams via the GO1 app, which supports complex learning formats like SCORM.
Having cancelled Data Matters 2020 due to the covid-19 pandemic, we are now considering our options for 2021. When we cancelled the event, our initial thoughts were to re-schedule to January 2021, which reflected the original date for the 2019 event. However now needing to make decisions, social distancing and the fact that a lot of university staff may not actually want to (or be permitted) to travel to physical events, such as Data Matters. Could we do it online? Well would people be willing to pay for an online event?
It’s interesting to see how things keep changing adding much more to an uncertain future. I wrote a blog post about the continuing uncertainty and what this means for curriculum planning across the university sector.
The plan to use more localised lockdowns to contain the virus reminds us that the situation for many universities will be one of flux, as they or their cohorts of students may need to lockdown, as has happened with Aberdeen. The local lockdown there has resulted in the main university library closing down.
Set in the 23rd Century, Rene Auberjonois playing a Starfleet Colonel trying to convince his superiors of their technological advantage over the Klingons – by using a flip chart! Nice to know that they will still be extensively used in the future.
I published another blog post in my translation series, this time about the humble flip chart.
Spent some time thinking about innovation. We often forget that sometimes people don’t like innovation and innovation doesn’t automatically always mean better. Actually most of the time innovation for a lot of people is rarely better. Sometimes its worse than what was before, most of the time it’s just different. Innovation is defined as new or different, but it isn’t defined as been better that was there was before. I have written about this before last year and it’s something that has been, for most of my careers an important aspect. As we emerge from lockdown, we will need to be innovative in our practices.
The end of the week saw some meetings with my colleagues in my new directorate. Though I have not changed roles, where I sit within Jisc has changed. After sitting in Corporate Services to begin with, I moved (temporarily) into Data and Analytics, but now sit with the HE Directorate.
My top tweet this week was this one.
Here's a question for you? What is your university saying about attending external events (physically) in the next academic year? Are you getting any guidance about attending meetings, conferences, training, etc?
At the weekend, in Bristol, the statue of Edward Colston was pulled down by protesters and dumped into the water of the Bristol Docks. There was real anger about the “celebration” of a man who made his fortune by buying and selling people. It’s vitally important that as a society we learn from the lessons of history, but my opinion, aligns with David Olusoga, statues do not teach history, they celebrate the lives of those they represent. If we want to retain such statues, then we should put them in a museum and put them in context.
Fish Colston out of the harbour. Put him in a museum. Dented and spray painted – memorialise him alongside what happened today. The existing plinth can be used for artists. Featuring those making art about unity & solidarity. Especially artists of colour who have been overlooked.
Though the R factor for the coronavirus is decreasing elsewhere in the UK, here in the South West it’s 1.0 which means that though the rate of infection is not rising exponentially, it also isn’t declining. In theory I can go to the office in Bristol next week, if I really need to work there and can get there easily by foot or cycle. Well I think I will be working from home again next week.
I have decided to take next week as leave, not that we’re going anywhere, but apart from the odd long weekend (bank holidays) I’ve not had any time off working since the lockdown started, actually I don’t think I’ve had leave since Christmas! I had planned to take some time off at Easter and go to London for a few days, as we had tickets for the Only Fools and Horses musical at the Royal Haymarket. I had bought tickets for my wife as a Christmas present and it was something we were all looking forward to. Then all this lockdown happened and the theatre cancelled all the performances as required by the Government.
I did consider keeping my leave, but with leading a taskforce, it was apparent that I might not have the time to take some (and where would I go).
So this week I was winding down slightly as I wanted to ensure I had done everything that people needed before I was off.
I published a blog post over the weekend about making the transition to online and to not make the assumption that though there are similarities in delivering learning in classrooms and online, they are not the same.
If we are to make the move a combination of online, hybrid and blended than we need to ensure that the staff involved in the delivery of learning have the right capabilities and skills to deliver effectively online.