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Getting the Strategic Thinking Right

Getting the Strategic Thinking Right. Dr Anne Mumford Loughborough University. The Drivers for Change. Poor Estate Under Use of Space New Learning Methods Technology In the classroom All over the place. More Drivers. Widening Participation Access Student as a Customer

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Getting the Strategic Thinking Right

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  1. Getting the Strategic Thinking Right Dr Anne Mumford Loughborough University

  2. The Drivers for Change • Poor Estate • Under Use of Space • New Learning Methods • Technology • In the classroom • All over the place

  3. More Drivers • Widening Participation • Access • Student as a Customer • Current, future, alumni • Pressures on Staff • Teaching, administration, research, outreach • Creation of Multi Purpose Space

  4. What Space is Needed? • Not always what we have • Hybrid Campus – Bleed (2001) • Seamless Transition between physical and virtual learning • Today’s ideal model as the “best of the past” (Wolff, 2002) • Some good models of learning resource areas • Generally we do not seem to know

  5. Areas for Focus • Information – accurate, accessible • Innovation – long term flexible and not short term reactive • Design – what is needed, balance pool/dept • Communication – getting the messages over • Techniques – for space management ELWA/Swansea Report

  6. Change Model • Curriculum – space is a curriculum issue • Cost – CBA for change vs no change • Communication – space management group • Coordination – timetabling and space charging • Champion – space champion to pull in together ELWA/Swansea Report

  7. The Need for Coordination • Structures working against the design, implementation and support of new learning environments (Valenti,2002) • LT, comms, IT into one unit • Get participation in planning • Standard interfaces for classroom technologies

  8. Linking Strategies • Learning & Teaching • Changing methods & technology, student profile, reactive & initiative driven, traditional • Estate • Longer term, expensive, reduced revenue, traditional • Information Services • Gatekeepers of data, tensions between the centre and departments, traditional • Finance • Traditional boundaries and allocations

  9. Overcoming the Barriers • The vision of the institution • Wide consultation on the strategy and its space implications • Building in flexibility and planning for change • Buildings and organisational structures • Resource changes in both capital and revenue • Looking at other visions of successful space planning

  10. “Buildings should represent the quality of what happens within” (FEFC)

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