The Change Academy and institutional transformation
Anderson, I.; Bullen, P.
Citation: Anderson , I & Bullen , P 2009 , ' The Change Academy and institutional transformation ' . in T Mayes , D Morrison , H Mellar , P Bullen & M Oliver (eds) , Transforming Higher Education Through Technology-enhanced Learning . The Higher Education Academy .
This chapter presents a case study of institutional change. The University of Hertfordshire participated in the Higher Education Academy/JISC pilot e-Learning Benchmarking project in 2005–06 and a subsequent pilot Pathfinder project. The outcome of benchmarking led to the development of a local ‘change academy’ to achieve a more embedded approach to blended learning across the institution. This chapter provides the institutional context for this development together with its relationship to the national Change Academy. The local change academy, referred to as the Change Academy for Blended Learning Enhancement (CABLE), and its transformative effect on the institution is then discussed in more detail. Finally some insight into transferring the University of Hertfordshire experience to other institutions is provided.
Original book can be found at: http://www.heacademy.ac.uk/resources/ [Full text of this chapter is not available in the UHRA]