At ALT-C in 2018 I gave a reflective presentation entitled ‘Next expect locusts’ I talked about the importance of business continuity planning in the face of the big challenges which might beset universities. Little did I know.
At a time of uncertainty around the return of students and staff to campuses and the long term impact of major social behaviour change some institutions are facing an existential threat, or at least a major re-think about size, shape and funding.
It is vital that learning technologists at all levels in our universities and colleges take a nuanced view on how our services, support and evaluation will need to change.
The strength of our partnerships with academic colleagues, and our partnerships with vendors and platforms were tested under extreme conditions, as were our capacity and capability to work remotely from home. The policy environment for accessibility, inclusion, OER, assessment, e-safety and care online in our institutions suddenly became mainstreamed. The importance of staff training in online pedagogy was magnified and the role of learning technologist became the sexiest job in IT with hundreds of applications for any job advertised.
When we write our CMALT portfolios and reflect on critical incidents this year we will think about our core values, our specialist areas and the way we tried to save our students from bad e-learning on a biblical scale.
For me, for many of us as digital leaders the first, immediate priority was to look after our people. To keep our staff safe, to keep them in jobs and to channel all our resources into surviving the flood.
Once we were all safely home, in LTW we took a leap of faith in banking on the university having an ongoing need for learning technologists and secured permanent contracts for any that we could. Then we set about up-skilling, re-skilling and growing our own in-house.
I’ve written a guest post for ALT in advance of the Summer Summit this week.