Another Monday and another day back in London. The weather was awful, it’s June, it’s supposed to be dry and sunny, but all I had on Monday was rain and then more rain.
Tuesday was going to see me flying off early to Edinburgh for a meeting on Wednesday, however a last minute cancellation, meant that I changed my travel plans. I was also supposed to be going to our Harwell office on Friday, but that meeting was cancelled as well.
We had a short meeting about place, I mentioned in a previous weeknote about the Bristol One City project.
Having more time this week, enabled me to crack on with some reading and writing, as well as reflection about future events and meetings I am attending. I was reading and reviewing a range of internal documents.
One document I reviewed again was the government’s EdTech Strategy.
For me some key areas need further discussion and development, how does technology support learning and teaching and the importance of digital leadership (which is not quite the same thing as leadership).
Friday saw us discussing the usage of Teams in higher education as a… Well I was going to say replacement for the VLE, but that implies that the VLE is one thing and Teams is another thing, but they are not the same thing.
I have always thought of the VLE as more of a concept rather than a specific product. A virtual learning environment (VLE) can have a range of functions and services. Certain products and fulfil some of these functions, others may plug into the product or live alongside it. So you could have Moodle as your core within your VLE, but have WordPress connected in to provide a blogging platform and Mahara to be the portfolio tool.
Microsoft Teams has many functions that enable it to be used as a core of the VLE, into which other functions could be connected or plugged in. It has all the functions you expect from a VLE or LMS, such as content, communication (individual and group) and assessment.
The Apps ecosystem certainly enables a much wider range of functions, though certainly apps and functions appear to be “missing”.
Microsoft Teams is the digital hub that brings conversations, content, and apps together in one place. Create collaborative classrooms, connect in professional learning communities, and communicate with all staff – all from a single experience in Office 365 Education.
There are already universities and colleges out in the sector using Teams as their VLE, I am interested in not just who is using Teams as their VLE, but also how they are using it, and how embedded it is into practice.
One of the feature of Amazon Photos which I use to back up my digital image archive is it shows what photographs you took on the same date in previous years.
Twelve years ago in 2007 I was drinking coffee at my desk in the old Gloucestershire College Brunswick building in the heart of Gloucester Anyone else remember BBC Jam?
Fifteen years ago this week I was taking photographs of a building site to demonstrate the differences between a range of digital cameras.
This photograph was taken with a Sony Cybershot camera.
This one was taken with the digital photo feature of a digital video camera.\
This was taken with a Canon EOS 300D DSLR.
I also used a proper DSLR lens with optical zoom to show the difference between optical and digital zoom.
This was taken from the same location as the photos above.
My top tweet this week was this one.
Ooh the outside of the WHSmith in Weston-super-Mare looking very nice. Re-opens on Monday, looking inside though, not much has changed they still have the same @WHS_Carpetpic.twitter.com/Gy1UMc2WMx
The week started off in London with a day looking at and thinking about next generation learning environments. Before I got there, as I sat on the train I thought and reflected about what we even mean when we say next generation learning environment. Are their generational changes in learning environments, as in big changes from one generation to the next? Or do they merely evolve gradually over time? Could we enable these big shifts? Do we even want big shifts?
In London we discussed a range of challenges and issues in relation to next generation learning environments. What is the future of education? Will teaching be transformed? How can create personalised adaptive learning? How do we re-imagine assessment? How do you enable a merged digital and physical learning environment? What are the foundations that need to be put into place before you can start building the infrastructure, the design, the staff development required to enable those future challenges?
In order to understand what needs to happen, we framed some questions independently, so see what commonality there was and what differences there were. This is an useful exercise when deciding that question needs to be answered.
Some of my questions included:
What does adaptive learning look like from the view of students and staff?
Is personalised learning possible? Is it desirable?
How do you enable a merged digital and physical learning environment?
What are the differences between the student experience of 2020 and that of 2030?
Wednesday morning, after some coffee, I was in the office and had an initial discussion was had about possible themes for Digifest 2020, though this event won’t be happening until March 2020, like most big events the planning started almost after the last one finished (if not just a bit before).
The afternoon was off to the University of Bristol for a meeting about the One City Bristol project, elements of which are very much in the realm of the smart city. In my previous role I did do some initial research into the various smart city initiatives across the UK and we published a smart city use case on the Intelligent Campus blog.
The interdependent challenges of growing an inclusive, sustainable city that both breaks down our social fractures and inequalities and reaches carbon neutrality sit at the heart of the future we must deliver. They are stitched throughout the plan.
In the plan there are six themes, one of which is connectivity.
The lifeblood of Bristol is connectivity. Our connectivity is considered the template for contemporary city living. Whether our people connect in person or in virtual spaces, whether they connect in their physical communities or their global communities, our city infrastructure helps bring them together. Bristol connectivity means multimodal connectivity – we designed our infrastructure around the human condition. Anchored yet free, our people are able to draw on the experience of others in their communities and peer groups, and live independently and spontaneously.
Connectivity is synonymous with productivity and Bristol is the regional epicentre of productivity. The South West Economic Region grew on the back of investment in transport and digital connectivity.
The Bristol-Cardiff high speed, high frequency rail link benefits both cities equally – time and travel no longer impinge productivity as they once did. Talent, ideas, energy and enthusiasm flow between the cities and across the region. High-speed rail links connect Bristol with other cities and when the mass transit system was completed in the 2030s, connections between Bristol, Bath, Bristol airport and North Fringe and East Fringe were complete. Our traffic management has cut congestion times and many of our deliveries are made by driverless freight vehicles.
Throughout the 2020s ultrafast broadband was rolled out without exception to social housing, businesses, in public spaces and through city Wi-Fi services. Tactile and immersive virtual and augmented realities reduce the need to travel and are commonplace at work and at home. They also bring together like-minded communities for shared social activities and entertainment.
Our city has managed bus lanes, cycle lanes, congestion controls and programmes to educate school children about safe travel. More than half the city cycles and active travel is the preferred mode of transport for many commuters. Domestic deliveries often arrive by drone. Nobody has been killed or seriously injured as a result of an avoidable road traffic accident in Bristol for years.
We strategically removed the obstacles and barriers to people connecting. The city moves on renewable energy, our people are free to create their own pathways, connected in person or virtually. Our lifeblood flows locally, regionally and globally.
This certainly is an aspiration that hopefully will come to fruition.
Following a request, based on my experience of working on the Jisc Digital Apprenticeships project, Thursday saw me working on some desk research on the current provision of Digital & Technology Solutions Degree Apprenticeships across the UK.
One thing that was apparent was how “popular” this degree apprenticeship is.
Chartered manager and digital and technology solutions are the two most implemented standards across each English region, with at least 43 and 33 institutions, respectively, providing them.
You can find more information about this specific degree apprenticeship on the government’s apprenticeships website.
One of the key requirements of my role is engaging with the Office for Students and the funding they provide Jisc to support higher education. As a result I attend and participate in various meetings that enables us to demonstrate value for money for the OfS, as well as how Jisc is supporting their strategic aims.
I spent some time this week reviewing the Office for Students Strategy 2018 to 2021 and their business plan for 2019-20 in preparation for a meeting on Friday morning.
One thing that I noticed was the target to Launch and oversee a ‘what works’ centre, Transforming Access and Student Outcomes in Higher Education.
The Centre for Transforming Access and Student Outcomes in Higher Education (TASO) will use evidence and evaluation to understand and show how higher education contributes to social justice and mobility. TASO will exist as an independent hub for higher education professionals to access leading research, toolkits, evaluation techniques and more, to help widen participation and improve equality across the student lifecycle.
It made me think about how this could be done, how it will probably be done and what the actual impact will be.
I tweeted out about the Jisc Futures R&D quarterly learnings webinar for summer 2019
R&D quarterly learnings webinar – This is the third in a series of update webinars for Jisc members to discuss the progress of our R&D work and share what we are learning during our projects.https://t.co/lG7XoFZ7g5
We had a debrief about the Agile Implementation Workshop I helped run last week. One outcome from this workshop was to run a knowledge call or workshop on using Jira for projects and business processes.
I spent part of Friday, clearing the inbox, reviewing my scrum boards and planning work for next week.