“The functions of an interactive whiteboard can be mimicked with a large screen TV and a Chromecast device, which also allows teachers to use any device available whether it’s a document camera, phone, iPad or other tablet.”
Companies like Reveal Mobile collect data from software development kits inside hundreds of frequently used apps. In the United States, another company, inMarket, covers 38 percent of millennial moms and about one-quarter of all smartphones, and tracks 50 million people each month. Otherplayers have similar reach.
What is an S.D.K.?A Software Development Kit is code that’s inserted into an app and enables certain features, like activating your phone’s Bluetooth sensor. Location data companies create S.D.K.s and developers insert them into their apps, creating a conduit for recording and storing your movement data.
Familiar tech giants are also players in the beacosystem. In 2015, Facebook began shipping free Facebook Bluetooth beacons to businesses for location marketing inside the Facebook app. Leaked documents show that Facebook worried that users would “freak out” and spread “negative memes” about the program. The company recently removed the Facebook Bluetooth beacons section from their website.
Not to be left out, in 2017, Google introduced Project Beacon and began sending beacons to businesses for use with Google Ads services. Google uses the beacons to send the businesses’ visitors notificationsthat ask them to leave photos and reviews, among other features. And last year, investigators at Quartz found that Google Android can track you using Bluetooth beacons even when you turn Bluetooth off in your phone.
Companies collecting micro-location data defend the practice by arguing that users can opt out of location services. They maintain that consumers embrace targeted ads because they’re more relevant.
You can download an app like Beacon Scanner and scan for beacons when you enter a store.But even if you detect the beacons, you don’t know who is collecting the data.
The Times’s guide on how to stop apps from tracking your location. For Android users, the F-Droid app store hosts free and open- source apps that do not spy on users with hidden trackers.
To me “simulation” means some scenario that can be rapidly run again and again, with the user/player tweaking variables and seeing what happens. If it’s “fun” there is more of an intersection with games. If not so fun, it might be considered by most more of a model. Computers can and do help with the iteration process because they can reset to T=0 much quicker than human players. Although “role play” is also a kind of simulation.
Facebook group the Tribe:
Minecraft in education.
John Gould with Drexel: he is going now after the school boards about games in education
Noreen Barajas Horizon Project Director, Educause
AI book integrated in junior high Seattle Michelle Zimmerman, article in Forbes,
Keven Diel Lockhead expert on AI, military
gaming as a way to bypassing the metacognitive (thinking about thinking). Without teaching about learning. Number of libraries Nebraska State: games are developed by libraries.
Tobee Soultie gaming industry. National Intelligence Agency for first response and refurbished for teachers and bullying.
Tired of hearing all the reasons why you should be using Twitter, Facebook, LinkedIn, and other popular social media tools? Perhaps it’s time to explore social media tools in a supportive and engaging environment with a keen eye toward using those tools more effectively in your work.
Join us and social media guru and innovator Paul Signorelli in this four-week, highly-interactive eCourse as he explores a variety of social media tools in terms of how they can be used to organize information and communities. Together, you will survey and use a variety of social media tools, such as Delicious, Diigo, Facebook, Goodreads, Google Hangouts, LibraryThing, Pinterest, Twitter, and more! You will also explore how social media tools can be used to organize and disseminate information and how they can be used to foster and sustain communities of learning.
After participating in this eCourse, you will have an:
Awareness of how social media tools can be used to support the work you do with colleagues and other community stakeholders in fostering engagement through onsite and online communities
Increased ability to identify, explore, and foster the use of social media tools that support you and those you serve
Increased ability to use a variety of social media tools effectively in your day-to-day work
Part 1: Using Social Media Tools to Organize and Provide Access to Information
Delicious, Diigo, Goodreads, LibraryThing, and other tagging sites
Part 2: Organizing, Marketing, and Running Programs
Facebook, Pinterest, and other tools for engagement
Part 3: Expanding and Analyzing Community Impact
Twitter, Storify, and other microblogging resources
Part 4: Sustaining Engagement with Community Partners
Coordinating your presence and interactions across a variety of social media tools
trainer-instructional designer-presenter-consultant. Much of his work involves fostering community and collaboration face-to-face and online through libraries, other learning organizations, and large-scale community-based projects including San Francisco’s Hidden Garden Steps project, which has its origins in a conversation that took place within a local branch library. He remains active on New Media Consortium Horizon Report advisory boards/expert panels, in the Association for Talent Development (ATD–formerly the American Society for Training & Development), and with the American Library Association; adores blended learning; and remains a firm advocate of developing sustainable onsite and online community partnerships that meet all partners’ needs. He is co-author of Workplace Learning & Leadership with Lori Reed and author of the upcoming Change the World Using Social Media (Rowman & Littlefield, Autumn 2018).
NetDragon Websoft, a publicly-traded company based in Fuzhou, China, has agreed to pay $137.5 million for Edmodo.
The deal could mark the beginning of the end for the “free” model of education technology, at least for standalone education companies without other strong revenue streams to support them.
Edmodo was started in 2008 by a teacher and IT support person as a “Facebook-like” community aimed at connecting educators with students and with one another. Also like Facebook, Edmodo grew rapidly. Currently, the company, now based in San Mateo, Calif., claims more than 90 million registered users (both teachers and students) in 400,000 schools across 192 countries.
Edmodo struggled, however, to find a business model that would support its burgeoning community. It raised close to $100 million in funding, and began seeking another round last year. The company had shifted to an advertising-based model—although one in which the company was trying to move carefully and respect its audience of teachers and students.
According to a financial statement published by NetDragon, Edmodo lost $19.5 million in 2017, based on revenue of approximately $1 million.
That seems to be an increasingly popular path. A decade ago, the big education companies were traditional textbook providers such as Pearson. Now the most powerful players are technology companies that offer devices and software. At the top of the list: Google, which supports Chromebooks as well as Google Classroom, and Apple, which sells iPads, Macs and now the Schoolwork app.
By contrast, NetDragon began in 1999 and built its initial financial muscle with games. It has, however, long identified education as one of its top areas of interest. Recently the company has begun purchasing education technology assets at a rapid clip. In 2015, NetDragon paid approximately $130 million to acquire U.K.-based interactive whiteboard maker, Promethean, which gave it a hardware-based entry into classrooms.
The company, which refers to the hardware as “interactive panels,” is equipping 13,000 classrooms in Moscow with digital whiteboards.
Last year, NetDragon also acquired JumpStart, an educational game company behind iconic titles including Math Blaster. And earlier this year, it bought Sokikom, an online game-based math program.
Tobin, T. J., Mandernach, B. J., & Taylor, A. H. (2015). Evaluating Online Teaching: Implementing Best Practices (1 edition). San Francisco, CA: Jossey-Bass.
5 measurable faculty competencies for on line teaching:
attend to unique challenges of distance learning
Be familiar with unique learning needs
Achieve mastery of course content, structure , and organization
Respond to student inquiries
Provide detailed feedback
Promote a safe learning environment
Monitor student progress
Communicate course goals
Provide evidence of teaching presence.
Best practices include:
Making interactions challenging yet supportive for students
Asking learners to be active participants in the learning process
Acknowledging variety on the ways that students learn best
Providing timely and constructive feedback
Method of instruction
Concern for teaching
8. The American Association for higher Education 9 principle4s of Good practice for assessing student learning from 1996 hold equally in the F2F and online environments:
the assessment of student learning beings with educational values
assessment is most effective when it reflects an understanding of learning as multidimensional, integrated and revealed in performance over time
assessment works best when the programs it seeks to improve have clear, explicitly stated purposes.
Assessment requires attention to outcomes but also and equally to the experiences that lead to those outcomes.
Assessment works best when it is ongoing, not episodic
Assessment fosters wider improvement when representatives from across the educational community are involved
Assessment makes a difference when it begins with issues of use and illumines questions that people really care bout
Assessment is most likely to lead to improvements when it is part of the large set of conditions that promote change.
Through assessment, educators meet responsibilities to students and to the public.
9 most of the online teaching evaluation instruments in use today are created to evaluate content design rather than teaching practices.
29 stakeholders for the evaluation of online teaching
faculty members with online teaching experience
campus faculty members as a means of establishing equitable evaluation across modes of teaching
contingent faculty members teaching online
department or college administrators
members of faculty unions or representative governing organizations
administrative support specialists
distance learning administrators
Faculty development and training specialists
Institutional assessment and effectiveness specialists
Sample student rating q/s
Rate the effectiveness of the online library for locationg course materials
Based on your experience,
148. Checklist for Online Interactive Learning COIL
150. Quality Online Course Initiative QOCI
151 QM Rubric
154 The Online Insturctor Evaluation System OIES
163 Data Analytics: moving beyond student learning
# of announcments posted per module
# of contributions to the asynchronous discussion boards
Quality of the contributions
Timeliness of posting student grades
Timelines of student feedback
Quality of instructional supplements
Quality of feedback on student work
Frequency of logins
180 understanding big data
187 a holistics valuation plan should include both formative evaluation, in which observations and rating are undertaken with the purposes of improving teaching and learning, and summative evaluation, in which observation and ratings are used in order to make personnel decisions, such as granting promotion and tenure, remediation, and asking contingent faculty to teach again.
195 separating teaching behaviors from content design
Top 10 IT Issues, 2017: Foundations for Student Success
Susan Grajek and the 2016–2017 EDUCAUSE IT Issues Panel Tuesday, January 17, 2017http://er.educause.edu/articles/2017/1/top-10-it-issues-2017-foundations-for-student-successThe 2017 EDUCAUSE Top 10 IT Issues are all about student success
Developing a holistic, agile approach to reduce institutional exposure to information security threats
That program should encompass people, process, and technologies:
Develop processes to identify and protect the most sensitive data
Implement technologies to encrypt data and find and block advanced threats coming from outside the network via from any type of device
Who Outside the IT Department Should Care Most about This Issue?
End-users, to understand how to avoid exposing their credentials
Unit heads, to protect institutional data
Senior leaders, to hold people accountable
Institutional leadership, to endorse, fund, and advocate for good information security
Issue #2: Student Success and Completion
Effectively applying data and predictive analytics to improve student success and completion
Predictive analytics allows us to track trends, discover gaps and inefficiencies, and displace “best guess” scenarios based on implicitly developed stories about students.
Issue #3: Data-Informed Decision Making
Ensuring that business intelligence, reporting, and analytics are relevant, convenient, and used by administrators, faculty, and students
Higher education information systems generate vast amounts of data daily (including the classroom/LMS). This potentially rich source of information is underused. Even though most institutions have created reports, dashboards, and other distillations of data, these are not necessarily useful or used to inform strategic objectives such as student success or institutional efficiency.
Issue #4: Strategic Leadership
Repositioning or reinforcing the role of IT leadership as a strategic partner with institutional leadership
CIOs have two challenges in this regard. The first is getting to the table. Contemporary requirements for IT leaders position them well for strategic leadership.18 Those requirements include expertise in management and business practices, project portfolio management, negotiation, and change leadership. However, business-savvy CIOs can alienate some academics, particularly those opposed to administrators as leaders. Worse, not all CIOs are well-equipped for a position at the executive table.
Issue #5: Sustainable Funding
Developing IT funding models that sustain core services, support innovation, and facilitate growth
Two complications have deepened the IT funding challenge in recent years. The first is that information technology is now incontrovertibly core to the mission and function of colleges and universities. The second complication is that at most institutions, digital investments and technology refreshes have been funded with capital expenditures. Yet IT services and infrastructure are moving outside the institution, generally to the cloud, and cloud funding depends on ongoing expenditures rather than one-time investments.
Issue #6: Data Management and Governance
Improving the management of institutional data through data standards, integration, protection, and governance
Data management and governance is not an IT issue. It requires a broad, top-down approach because all departments need to buy in and agree. All stakeholders (data owners as well as IR, IT, and institutional leaders) must collaboratively develop a common set of data definitions and a common understanding of what data is needed, in what format, and for what purposes. This coordination, or governance, will enable constituents to communicate with confidence about the data (e.g., “the single version of truth”) and the standards (e.g., APLU, IPEDS, CDS) under which it is collected.
Institutions often choose to approach data management from three perspectives: (1) accuracy, (2) usability, and (3) privacy. The IT organization has a role to play in creating and maintaining data warehouses, integrating systems to facilitate data exchange, and maintaining standards for data privacy and security.
Issue #7: Higher Education Affordability
Prioritizing IT investments and resources in the context of increasing demand and limited resources
Uncoordinated, redundant expenditures supplant other needed investments, such as consistent classroom technology or dedicated information security staff. Planning needs to occur at the institutional or departmental level, but it also needs a place to coalesce and be assessed regionally, nationally, and in some cases, globally, because there isn’t enough money to do everything that institutional leaders, faculty, and others want or even need to do. Public systems are making some headway in sharing services, but for the most part, local optimization supersedes collaboration and compromise.
Issue #8: Sustainable Staffing
Ensuring adequate staffing capacity and staff retention as budgets shrink or remain flat and as external competition grows
As institutions become more dependent on their IT organizations, IT organizations are more dependent on the expertise and quality of their workforce. New hires need to be great hires, and great staff need to want to stay. Each new hire can change the culture and effectiveness of the IT organizations
Issue #9: Next-Gen Enterprise IT
Developing and implementing enterprise IT applications, architectures, and sourcing strategies to achieve agility, scalability, cost-effectiveness, and effective analytics
Buildings should outlive alumni; technology shouldn’t. IT leaders are examining core enterprise applications, including ERPs (traditionally, suites of financial, HR, and student information systems) and LMSs, for their ability to meet current and future needs.
Issue #10: Digital Transformation of Learning
Collaborating with faculty and academic leadership to apply technology to teaching and learning in ways that reflect innovations in pedagogy and the institutional mission
According to Michael Feldstein and Phil Hill, personalized learning applies technology to three processes: content (moving content delivery out of the classroom and allowing students to set their pace of learning); tutoring (allowing interactive feedback to both students and faculty); and contact time (enabling faculty to observe students’ work and coach them more).
more on IT in this IMS blog http://blog.stcloudstate.edu/ims?s=information+technology
The global interactive whiteboard (IWB) market is expected to make a comeback and grow at a compound annual growth rate of almost 7 percent from 2016 through 2020, according to a recent report issued by London-based tech market research firm Technavio.
And according to THE Journal’s “Teaching with Technology” survey published in September, 68 percent of teachers who responded use interactive whiteboards in the classroom, while 8 percent have IWBs on their wish list, and 4 percent will be using them within one year. At the same time, however, 20 percent of respondents said that IWBs would be dead and gone within the next decade, ranking second only to desktop computers
In addition to blended learning, which includes gamification, social learning and bring-your-own-device (BYOD) policies, Technavio analysts highlighted the following factors that are contributing to the growth of the IWB market:
As the cost of sensors and the connectivity necessary to support those sensors has decreased, this has given rise to a network of interconnected devices. This network is often described as the Internet of Things and it is providing a variety of information management challenges. For the library and publishing communities, the internet of things presents opportunities and challenges around data gathering, organization and processing of the tremendous amounts of data which the internet of things is generating. How will these data be incorporated into traditional publication, archiving and resource management systems? Additionally, how will the internet of things impact resource management within our community? In what ways will interconnected resources provide a better user experience for patrons and readers? This session will introduce concepts and potential implications of the internet of things on the information management community. It will also explore applications related to managing resources in a library environment that are being developed and implemented.
Education in the Internet of Things Bryan Alexander, Consultant;
How will the Internet of Things shape education? We can explore this question by assessing current developments, looking for future trends in the first initial projects. In this talk I point to new concepts for classroom and campus spaces, examining attendant rises in data gathering and analysis. We address student life possibilities and curricular and professional niches. We conclude with notes on campus strategy, including privacy, network support, and futures-facing organizations.
What Does The Internet of Things Mean to a Museum? Robert Weisberg, Senior Project Manager, Publications and Editorial Department; Metropolitan Museum of Art;
What does the Internet of Things mean to a museum? Museums have slowly been digitizing their collections for years, and have been replacing index cards with large (and costly, and labor-intensive) CMS’s long before that, but several factors have worked against adopting smart and scalable practices which could unleash data for the benefit of the institution, its collection, and its audiences. Challenges go beyond non-profit budgets in a very for-profit world and into the siloed behaviors learned from academia, practices borne of the uniqueness of museum collections, and the multi-faceted nature of modern museums which include not only curator, but conservators, educators, librarians, publishers, and increasing numbers of digital specialists. What have museums already done, what are they doing, and what are they preparing for, as big data becomes bigger and ever more-networked? The Role of the Research Library in Unpacking The Internet of Things Lauren di Monte, NCSU Libraries Fellow, Cyma Rubin Fellow, North Carolina State University
The Internet of Things (IoT) is a deceptively simple umbrella term for a range of socio-technical tools and processes that are shaping our social and economic worlds. Indeed, IoT represents a new infrastructural layer that has the power to impact decision-making processes, resources distribution plans, information access, and much more. Understanding what IoT is, how “things” get networked, as well as how IoT devices and tools are constructed and deployed, are important and emerging facets of information literacy. Research libraries are uniquely positioned to help students, researchers, and other information professionals unpack IoT and understand its place within our knowledge infrastructures and digital cultures. By developing and modeling the use of IoT devices for space and program assessment, by teaching patrons how to work with IoT hardware and software, and by developing methods and infrastructures to collect IoT devices and data, we can help our patrons unlock the potential of IoT and harness the power of networked knowledge.
Lauren Di Monte is a Libraries Fellow at NC State. In this role she develops programs that facilitate critical and creative engagements with technologies and develops projects to bring physical and traditional computing into scholarship across the disciplines. Her current research explores the histories and futures of STEM knowledge practices.
I’m not sure if the IoT will hit academic with the wave force of the Web in the 1990s, or become a minor tangent. What do schools have to do with Twittering refrigerators?
Here are a few possible intersections.
Changing up the campus technology space. IT departments will face supporting more technology strata in a more complex ecosystem. Help desks and CIOs alike will have to consider supporting sensors, embedded chips, and new devices. Standards, storage, privacy, and other policy issues will ramify.
Mutating the campus. We’ve already adjusted campus spaces by adding wireless coverage, enabling users and visitors to connect from nearly everywhere. What happens when benches are chipped, skateboards sport sensors, books carry RFID, and all sorts of new, mobile devices dot the quad? One British school offers an early example.
New forms of teaching and learning. Some of these take preexisting forms and amplify them, like tagging animals in the wild or collecting data about urban centers. The IoT lets us gather more information more easily and perform more work upon it. Then we could also see really new ways of learning, like having students explore an environment (built or natural) by using embedded sensors, QR codes, and live datastreams from items and locations. Instructors can build treasure hunts through campuses, nature preserves, museums, or cities. Or even more creative enterprises.
New forms of research. As with #3, but at a higher level. Researchers can gather and process data using networked swarms of devices. Plus academics studying and developing the IoT in computer science and other disciplines.
An environmental transformation. People will increasingly come to campus with experiences of a truly interactive, data-rich world. They will expect a growing proportion of objects to be at least addressable, if not communicative. This population will become students, instructors, and support staff. They will have a different sense of the boundaries between physical and digital than we now have in 2014. Will this transformed community alter a school’s educational mission or operations?
Like the millennials before them, Generation Z grew up as digital natives, with devices a fixture in the learning experience. According to the survey results, these students want “engaging, interactive learning experiences” and want to be “empowered to make their own decisions.” In addition, the students “expect technology to play an instrumental role in their educational experience.”
to cater to the digital appetites of tomorrow’s higher education learners, technology in education will need to play a bit of catch-up, states the New Media Consortium’s 2015 Course Apps report. According to NMC’s analysts, digital-textbook adoption was one of the leading trends helping to reinvent how higher education students learn. But publishers have not captured the innovations happening elsewhere in the digital marketplace.
The Generation Z report ranked the effectiveness of 11 education technology tools: