People and policy
As part of Flexible Learning, we are exploring new ways of working together.
Education is more inclusive, accessible, and digital. As a result, we need to offer colleagues more support in designing learning that works for diverse audiences and can be delivered in line with the Flexible Learning Programme Strategy.
This workstream explores how our policies, organisational design and processes need to evolve to enable more blended and flexible learning through ‘design and delivery by team’. This model of teaching delivery plays to our colleagues’ strengths to create learning that is flexible by design.
This workstream is led by Professor Steve Pettifer, University Academic Lead for Digital Learning and Deputy Programme Director for Flexible Learning.
DLS design and deliverables
- Digital Learning Service (DLS):
We are co-creating a staff-facing service that supports academic colleagues in creating digital resources in addition to providing support and advice.
- Digital Learning Service Design
The DLS will act as a wrapper around the existing digital learning teams and structures across the University.
1. Faculties, Libraries and Academic Services - represent the existing eLearning teams across the University
2. Common Services – Services offered universally
3. Specialised Services – Services widely offered but the skill, knowledge and experience is specific to a pedagogic approach, consultancy, or tool
4. External Augmentation – This will be assessed and resourced by the DLS Leadership group. Where common and specialised services are in excess demand or cannot be met in-house, external services can be explored and utilised
5. Localised Services – Support and consultancy only offered within a School or Faculty
6. DLS Innovation – Enabling eLearning staff to have space and time to explore advancements and developments within digital learning
7. Sharing of Good Practice - a continuation of the collaborative good practice across eLearning teams to create and maintain a strong Community of Practice
8. DLS Portal – The “front door” element of the DLS where requests can be logged, managed and resolved through Service Now offering first-line review and support
9. DLS Comms – Effective communication channels to service requests for eLearning support for a seamless information flow
10. DLS Leadership – a Business As Usual group that oversees and manages the strategic and operational delivery of the DLS.
- DLS - Deliverables
A service offering with the opportunity for greater agility, flexibility and the ability to scale.
- Facilitating access to specialised skill sets that could be deployed across the University where required and capacity allows
- A framework for measuring and reporting activity to drive continuous improvement of the service.
- A scalable service.
Cross-institutional working and sharing effective practice.
- Improved coordination and consistency of support.
- A coordinated approach to issues that affect all digital learning support and delivery across the University.
- Sharing of best practice
- A shared repository for knowledge and documentation.
Improved support.
- A proactive approach to research, development and innovation in digital learning.
- Increased levels of academic engagement.
- Maintained critical local relationships and engagement with academics and professional services, ensuring access to knowledge and support.
- Enhance the support, collaboration and partnership experience of digital learning and academics.
- A more comprehensive access to support and knowledge for academics.
Opportunities for professional development
- Consistent and up to date job descriptions for digital learning roles.
- Opportunities for professional development for digital learning staff.
DLS timeline
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Timeline |
Activity |
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Jul 2023 – Nov 2023 |
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Jan 2024 |
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Feb 2024 |
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Mar 2024 – Jun 2024 |
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What's coming up?
- ServiceNow - “Lift and shift” implementation - Date TBD. Business Analysts, DLS and Service Now teams will work together to create and develop forms for requests, process maps, the DLS Service Catalogue.
- Skills Assessment and Skills Matrix - A skills matrix willto review development opportunities for individuals and teams that will contribute to the strategy and innovation of the DLS
- DLS Launch - the DLS launch criteria is likely to be determined over the coming months, and is expected to include the following DLS requirements: Transition planning - DLS Leadership Group, Bookable Service Catalogue, Self-help knowledge base, DLS Portal with information on each of the teams within the DLS, training and announcements.
- DLS Project closure and Post-go Live Support - the project team will begin to close the DLS project and handover to business as usual for benefit realisation.
DLS - FAQs
What is the Digital Learning Service (DLS)?
The DLS will be a staff-facing university-wide service delivered through the strengths of the existing eLearning teams operating in Faculty, Library and central teams. The service will cater for staff that want to develop digital learning skills and/or enhance their understanding of digital/online pedagogy within current learning designs. It will provide services for the creation and refinement of digital resources, and support those in need of trouble-shooting support or advice, as well as flex, adapt and evolve to support our Teaching and Learning Strategy and respond to the future needs of our students. The name “Digital Learning Service (DLS”) will be used an umbrella term for eLearning support and services. The name signifies the collaborative way in which all teams within the DLS are already working together and reflects the evolution of how services and support will be offered integrating new tools, like the ServiceNow platform, and supported by a Leadership Group made up of representatives from all areas of the DLS.
Why do we need a DLS?
It will align with university-wide teaching and learning strategy and the commitment to flexible learning. It will provide a unified, organisation-wide approach to digital learning and support a model of teaching that plays to our strengths, enabling ‘Flexible by Design’ and ‘Flexible by Delivery.’
The DLS will ensure that local relationships with faculties, schools and other business areas will be retained while optimising services to allow staff to be deployed to activities or business areas that have the greatest need.
What will it offer?
- a service front door enabling immediate support
- a service catalogue with a range of services and agreed service levels
- online resources and sharing of practice between teams
What does the creation of the DLS mean for current teams?
The DLS will not bring about a formal restructure of existing teams.
- The aim of DLS is to offer a whole service that is university wide. To do this, we will be introducing a virtual team to provide a unified approach.
- We often work within informal virtual teams to facilitate best practice and collaboration across faculties, to reduce resourcing risks and standardise processes and requests.
- The key principles are collaboration, trust and empowerment. They will benefit from shared skills and knowledge and react quickly to meet new and rapidly changing requirements.
The Central Learning Environment (CLE) project is a good example of an existing virtual team as there are representatives from all Digital Learning teams and ITS collaborating without boundaries, ensuring that necessary preparations and support is available for the procurement, testing, and implementation of a new CLE.
How will it work across teams?
The DLS will have elements of existing and new ways of working. Primarily, it will be shared ways of working and a common approach. For current users of existing services, it may appear little more than a change of name. For newcomers with no experience of the current model, it will appear as a single unitthat provides a range of services and expertise. For example, the DLS willlikely have responsibility for after the management and funding of software licenses for teaching and learning, making decisions about which tools to purchase/support etc. While it may be that functions like this are managed by the ‘central’ DLS team, this distinction would be unhelpful and confusing for users of the service.
Will anybody be required to adopt a new job description/title/role?
Yes. We are reviewing existing job descriptions with a view to updating these to ensure they are fit for purpose and consistent for current colleagues and the external job market. These will be developed in conjunction with the Digital Learning Managers and existing role holders will have an opportunity to input, and discuss changes, so that the nuances and complexities of job roles are fully understood and carefully integrated. Trade unions will be kept informed during the process.
Job descriptions for colleagues in the AMBS Executive Education and Global MBA will not be included in this review as they have recently been updated. However, Managers will be kept up to date.
Will Trade Unions be involved in any discussions about changes to job descriptions?
Yes. Although we are not changing the structures of teams, which would require formal consultation, we are still engaging with the Trade Unions about the changes to the service and any revisions to the job descriptions. They will be able to ask questions, comment and provide feedback on the proposed changes.
Will it result in consistent structures within Faculty, Library and central teams?
The existing structures in these teams are not changing, however we aim to ensure a consistent approach to service provision, ways of working across teams and consistency in job description design.
What is the DLS Leadership Group?
The DLS Leadership Group was established following the workshops that took place in the latter part of 2023. It was agreed that this group would be made up of representatives from across the DLS and be established during the lifecycle of the project but focussed on business as usual following the implementation of the DLS.
The Group will have overall responsibility for the DLS and:
- Oversee and manage the planning of the strategic and operational delivery of the DLS.
- Facilitate and manage continuous improvements to the service.
- Enable the establishment and support a Community of Practice.
- Provide assurance to relevant UoM strategic groups and recommendations for the prioritisation of activities, risk and issue mitigation.
- Champion cross-institutional working to enhance effectiveness, enable interdisciplinary approaches, and inform decision making.