Jen harvey DIT, Mary Anne O'Carroll IADT, Stephen Cassidy CIT, Rose Cooper ITTD,
Stephanie Donegan IT Sligo, Martin Fitzgerald LIT, Daniel McSweeney ITB
2010 Conference Book of Abstracts - Flexible Learning
Engaging staff to inspire change and innovation?
1. Engaging Staff to Inspire Change and Innovation?
Creative ideas in Practice
Mary Anne Carroll, IADT, Stephen Cassidy, CIT,
Rosemary Cooper, ITTD, Stephanie Donegan, IT Sligo,
Martin Fitzgerald, LIT, Jen Harvey, DIT, Daniel McSweeney, ITB
2. Session overview
• Context and key issues
• Strategies in IoT practice: introductions
• Small group creative ideas exchange
• Plenary sharing of the most creative/ innovative/
inspiring idea from each group?
• Presenters’ key lessons learned
• Handover to the conference
3. Context
• All HE staff involved in teaching should be ‘both
qualified and competent in teaching and learning and
that institutions should support ongoing
development and improvement of their skills’ (Hunt,
2011)
• ‘Excellence in Teaching and Learning’ as a Key
Performance Indicator in the HEA Strategic plan
2012-16
• Institutional drive to build capacity around
scholarship in teaching and learning including the
use of new technologies
4. Strategies to inspire change and innovation?
• Conference session aims to explore and reflect upon
various strategies that aim to build capacity through
increasing staff engagement?
• Building upon our shared experiences, which
strategies can we consider to be most effective and
why? Are there key factors that can determine
whether engaging staff is effective in initiating
change?
5. Workshop overview
• Strategies for practice
– Incorporating the student voice – Stephanie
– Training and academic development – Mary Anne
– Practice exchange opportunities – Rose
– Recognising /valuing innovation – Daniel
– Educational research and dissemination – Jen
• Creative ideas to engage – group activity
• The one best idea – shared with plenary
6. Key factors influencing engagement
• Timing
• Staff buy-in and ownership
• Targeted resourcing
• Perceived relevance and usefulness
• Involvement of senior management
• Institutional drivers
??