When: Friday, September 28, 8:30am-3:00pm Where: Wilson Research Collaboration Studio, Wilson Library Cost: Free; advanced registration is required
1968 was one of the most turbulent years of the 20th century. 2018 marks the 50th anniversary of that year’s landmark political, social and cultural events–events that continue to influence our world today.
Focusing on the importance of this 50 year anniversary we are calling out to all faculty, staff, students, and community partners to participate the workshop ‘Mapping 1968, Conflict and Change’. This all-day event is designed to bring people together into working groups based on common themes. Bring your talent and curiosity to apply an interdisciplinary approach to further explore the spatial context of these historic and/or current events. Learn new skills on mapping techniques that can be applied to any time in history. To compliment the expertise that you bring to the workshop, working groups will also have the support of library, mapping, and data science experts to help gather, create, and organize the spatial components of a given topic.
Workshop sponsors: Institute for Advanced Studies (IAS), U-Spatial, Liberal Arts Technologies & Innovation Services (LATIS), Digital Arts, Science & Humanities (DASH), and UMN Libraries.
Henneping County scanned the deeds, OCR, Python script to search. Data in an open source. covenant data. Local historian found microfishes, the language from the initial data. e.g. eugenics flavor: arian, truncate.
storymaps.arcgis.com/en/gallery https://storymaps.arcgis.com/en/gallery/#s=0 cloud-based mapping software. ArcGIS Online. organizational account for the U, 600 users. over 700 storymaps creates within the U, some of them are not active, share all kind of data: archive data on spreadsheet, but also a whole set of data within the software; so add the data or use the ArcGIS data and use templates. web maps into the storymap app, Living Atlas: curated set of data: hunderd sets of data, from sat images, to different contents. 846 layers of data, imagery, besides org account, one can create maps within the free account with limited access. data browser to use my own data – Data Enrichment to characterized my data. census data from 2018 and before,
make plan, create a storyboard, writing for the web, short and precise (not as writing for a journal), cartographic style, copyright, citing the materials, choosing the right map scale for each page. online learning materials, some only thru org account ESRI academy has course catalogue. Mapping 101, Dekstop GIS 101, Collector 101, Imagery 101, SQL 101, Story Maps 101,
The “Mapping 1968, Conflict and Change” planning committee is very pleased with the amount of interest and the wonderful attendance at Friday’s gathering. Thank you for attending and actively participating in this interdisciplinary workshop!
To re-cap and learn more on your thoughts and expectations of the workshop we would be grateful if you can take a few moments to complete the workshop evaluation. Please complete the evaluation even if you were unable to attend last Friday, there are questions regarding continued communication and the possibility for future events of this kind.
Blockchain will have the biggest value in higher education in areas where trust is essential to the value chain in institutional operations, such as evaluation of student transcripts, processing of applications and maintenance of articulation agreements, said Oral Roberts University CIO Michael Mathews, at The Blockchain in Education Conference hosted by the institution in May, reports Campus Technology.
From an infrastructure standpoint, Mathews said institutions have to establish a secure digital identity by investing in software that allows the credential recipient and granter to have a seamless and trusted connection, allowing for students to have a diploma that is stored safely within their digital wallet. This could mean working with a third-party application developer or developing the capability in-house.
But before fully investing in blockchain, higher education leaders must take these steps, said Mathews:
Spend a significant amount of time researching how the technology is impacting the industry and educate staff about it;
test the technology to see if it follows validation and security procedures; and
collaborate with other institutions to share best tips and practices.
Aaron Pallas weighs in on Arne Duncan’s “How Schools Work: An Inside Account of Failure and Success from One of the Nation’s Longest-Serving Secretaries of Education”
The 53-year-old Duncan has been, in my view, the most influential of the 11 Secretaries of Education since the founding of the U.S. Department of Education in 1980.
the essential contradiction of Arne Duncan: He claims to be driven by data, but he prefers a good story.
Duncan devotes three of the 10 chapters in his book to the Race to the Top competition, the basis for my claim that he has been the most influential Secretary of Education in American history. This competition propelled many states to alter their education laws and policies to bolster their chances of feeding at a $4.4 billion federal trough in the aftermath of the Great Recession. Even states that ultimately were not awarded Race to the Top funds bent their policies toward the competition’s priorities. What a brilliant stroke! Even the chance of a carrot had the desired effect! (A federally funded evaluation concluded that, because academic performance in the states that won awards was already trending upward at the time of the awards, the effect of Race to the Top on students’ academic learning was unclear.)
It’s a small leap to conclude that a great teacher is defined by the ability to raise test scores.
Equity and Citizenship Advocate: Leaders use technology to increase equity, inclusion and digital citizenship practices.
Visionary Planner: Leaders engage others in establishing a vision, strategic plan and ongoing evaluation cycle for transforming learning with technology.
Empowering Leader: Leaders create a culture where teachers and learners are empowered to use technology in innovative ways to enrich teaching and learning.
System Designer: Leaders build teams and systems to implement, sustain and continually improve the use of technology to support learning.
Connected Learner: Leaders model and promote continuous professional learning for themselves and others.
“As administrators, our responsibilities cover many areas, including technology, which has become a necessary component of living and work,” said Curt Mould, director of digital media, innovation and strategy at Sun Prairie Area School District in Wisconsin. “The world our students are walking into is increasingly global and diverse – and technology is often the leverage point needed to bring global and diverse ideas together. In this regard, technology can be a game-changer in our schools. We need a new plan to help operationalize our work for the long-term benefit of our students.”
Session Title: Measuring Learning Outcomes of New Library Initiatives Coordinator: Professor Plamen Miltenoff, Ph.D., MLIS, St. Cloud State University, USA Contact: pmiltenoff@stcloudstate.edu Scope & rationale: The advent of new technologies, such as virtual/augmented/mixed reality, and new pedagogical concepts, such as gaming and gamification, steers academic libraries in uncharted territories. There is not yet sufficiently compiled research and, respectively, proof to justify financial and workforce investment in such endeavors. On the other hand, dwindling resources for education presses administration to demand justification for new endeavors. As it has been established already, technology does not teach; teachers do; a growing body of literature questions the impact of educational technology on educational outcomes. This session seeks to bring together presentations and discussion, both qualitative and quantitative research, related to new pedagogical and technological endeavors in academic libraries as part of education on campus. By experimenting with new technologies such as Video 360 degrees and new pedagogical approaches such as gaming and gamification, does the library improve learning? By experimenting with new technologies and pedagogical approaches, does the library help campus faculty to adopt these methods and improve their teaching? How can results be measured, demonstrated?
Course Design addresses elements of instructional design. For the purpose of this rubric, course design includes such elements as structure of the course, learning objectives, organization of content, and instructional strategies.
Interaction and Collaboration
Interaction denotes communication between and among learners and instructors, synchronously or asynchronously. Collaboration is a subset of interaction and refers specifically to those activities in which groups are working interdependently toward a shared result. This differs from group activities that can be completed by students working independently of one another and then combining the results, much as one would when assembling a jigsaw puzzle with parts of the puzzle worked out separately then assembled together. A learning community is defined here as the sense of belonging to a group, rather than each student perceiving himself/herself studying independently.
Assessment
Assessment focuses on instructional activities designed to measure progress toward learning outcomes, provide feedback to students and instructors, and/or enable grading or evaluation. This section addresses the quality and type of student assessments within the course.
Learner Support
Learner Support addresses the support resources made available to students taking the course. Such resources may be accessible within or external to the course environment. Learner support resources address a variety of student services.
Effective communication is one critical characteristics of effective and successful school principal. Research on effective schools and instructional leadership emphasizes the impact of principal leadership on creating safe and secure learning environment and positive nurturing school climate (Halawah, 2005, p. 334)
Halawah, I. (2005). The Relationship between Effective Communication of High School Principal and School Climate. Education, 126(2), 334-345.
Selection of school principals in Hong Kong. The findings confirm a four-factor set of expectations sought from applicants; these are Generic Managerial Skills; Communication and Presentation Skills; Knowledge and Experience; and Religious Value Orientation.
Kwan, P. (2012). Assessing school principal candidates: perspectives of the hiring superintendents. International Journal Of Leadership In Education, 15(3), 331-349. doi:10.1080/13603124.2011.617838
Yee, D. L. (2000). Images of school principals’ information and communications technology leadership. Journal of Information Technology for Teacher Education, 9(3), 287–302. https://doi.org/10.1080/14759390000200097
Catano, N., & Stronge, J. H. (2007). What do we expect of school principals? Congruence between principal evaluation and performance standards. International Journal of Leadership in Education, 10(4), 379–399. https://doi.org/10.1080/13603120701381782
Communication can consist of two large areas:
broadcasting information: PR, promotions, notifications etc.
two-way communication: collecting feedback, “office hours” type of communication, backchanneling, etc.
Further communication initiated by/from principals can have different audiences
Reyes, P., & Hoyle, D. (1992). Teachers’ Satisfaction With Principals’ Communication. The Journal of Educational Research, 85(3), 163–168. https://doi.org/10.1080/00220671.1992.9944433
parents: involvement, feeling of empowerment, support, volunteering
students
board members
community
Epstein, J. L. (1995). School/family/community partnerships – ProQuest. Phi Delta Kappan, 76(9), 701.
Others
Communication and Visualization
The ever-growing necessity to be able to communicate data to different audiences in digestible format.
considering the information discussed in class, split in groups of 4 and develop your institution strategy for effective and modern communication across and out of your school.
Defining Online Education
The term “online education” has been used as a blanket phrase for a number of fundamentally different educational models. Phrases like distance education, e-Learning, massively open online courses (MOOCs), hybrid/blended learning, immersive learning, personalized and/or adaptive learning, master courses, computer based instruction/tutorials, digital literacy and even competency based learning have all colored the definitions the public uses to define “online education.”
online education” as having the following characteristics:
Students who enroll in online courses or programs may reside near or far from the campus(es) providing the course(s) or program.
A student’s course load may include offering where attendance is required in person or where an instructor/students are not required to be in the same geographic location.
Students may enroll in one or more individual online course offerings provided by one or more institutions to that may or may not satisfy degree/program requirements.
Student may pursue a certificate, program, or degree where a substantial number of courses, perhaps all, are taken without being in the same geographic location as others.
Organizational Effectiveness Research Group (OERG),
As the workgroup considered strategies that could advance online education, they were asked to use the primary and secondary sources listed above to support the fifteen (15) strategies that were developed
define a goal as a broad aspirational outcome that we strive to attain. Four goal areas guide this document. These goal areas include access, quality, affordability and collaboration. Below is a description of each goal area and the assumptions made for Minnesota State.
Access
Over twenty percent of existing Minnesota State students enroll in online courses as a way to satisfy course requirements. For some students, online education is a convenient option; for others, online is the only option available
Quality
The Higher Learning Commission (HLC) accreditation guidelines review the standards and processes institutions have in place to ensure quality in all of educational offerings, including online.
There are a number of ways in which institutions have demonstrated quality in individual courses and programs including the evaluation of course design, evaluation of instruction and assessment of student
Affordability
a differential tuition rate to courses that are offered online. If we intend to have online education continue to be an affordable solution for students, Minnesota State and its institutions must be good stewards of these funds and ensure these funds support online education.
Online education requires different or additional services that need to be funded
transparency is important in tuition setting
Collaboration
Distance Minnesota is comprised of four institutions Alexandria Technical & Community College, Bemidji State University, Northland Community & Technical College, and Northwest Technical College) which collaborate to offer student support services, outreach, e-advising, faculty support, and administrative assistance for online education offerings.
Strategies
strategies are defined as the overall plan used to identify how we can achieve each goal area.
Action Steps
Strategy 1: Ensure all student have online access to high quality support services
students enrolled in online education experiences should have access to “three areas of support including academic (such as tutoring, advising, and library); administrative (such as financial aid, and disability support); and technical (such as hardware reliability and uptime, and help desk).”
As a system, students have access to a handful of statewide services, include tutoring services through Smarthinking and test proctoring sites.
Strategy 2: Establish and maintain measures to assess and support student readiness for online education
A persistent issue for campuses has been to ensure that students who enroll in online course are aware of the expectations required to participate actively in an online course.
In addition to adhering to course expectations, students must have the technical competencies needed to perform the tasks required for online courses
Strategy 3: Ensure students have access to online and blended learning experiences in course and program offerings.
Strategy 4: These experiences should support and recognize diverse learning needs by applying a universal design for learning framework.
The OERG report included several references to efforts made by campuses related to the providing support and resources for universal design for learning, the workgroup did not offer any action steps.
Strategy 5: Expand access to professional development resources and services for faculty members
As online course are developed and while faculty members teach online courses, it is critical that faculty members have on-demand access to resources like technical support and course assistance.
5A. Statewide Faculty Support Services – Minnesota State provide its institutions and their faculty members with access to a centralized support center during extended hours with staff that can assist faculty members synchronously via phone, chat, text/SMS, or web conference
5C. Instructional Design and Technology Services – Establish a unit that will provide course design and instructional technology services to selected programs and courses from Minnesota State institutions.
Quality
Strategy 1: Establish and maintain a statewide approach for professional development for online education.
1B. Faculty Mentoring – Provide and sustain faculty mentoring programs that promote effective online pedagogy.
1C. Professional development for support staff – including instructional designers, D2L Brightspace site administrators and campus trainers, etc.)
PALS is housed in Mankato, 40+ years, shared by all MnSCU institutions. smaller libraries with smaller staff benefit.
Funding: Centrally from the Chancellor Office and privately.
Ex Libris. Alma (management software) discovery software is Primo. Implementation from Sept 2017 to 2019
value-added services? A value–added service (VAS) is a popular telecommunications industry term for non-coreservices, or, in short, all services beyond standard voice calls and fax transmissions. However, it can be used in any service industry, for services available at little or no cost, to promote their primary business.
one search point; phys + electr; integrated into central system; academic resources available in central index; analytics and reporting; library consortia
EZ Proxy – provides access to library resources off campus
Islandora – open source digital asset management solution tha preserves, manages, and provide access to docs, unique history (photos, publications); research, other resources
Islandora is considered for OER, link to course materials through D2L
Leganto – expensive ExLibris for D2L integration
+++++++++++++
Thurs, Nov 30 – continuation from Tues, Nov 28
Islandora. open source digital assessment tool. STCC is using Islandora
Primo is the discovery tool for campus only w subscription. PALS does not fund Primo. PALS does it through state-wide dbases.
ILL of electronic resources among campuses; the new system is making it easier.
your comments about the new system making electronic resources more available : does it mean that I will not have to go through my campus ILL persona can “borrow” directly? or it is too optimistic to expect that?
Stephen Kelly: Tim Anderson has shared with me some thoughts on how Islandora can assist with archiving Open Educational Resources (OERs), but could you comment further on that for the benefit of everyone on the call? Answer: safe place to save OER. Drupal-based front end. Customizable. What is the connection to Primo
Stephen Kelly: Could it facilitate easier sharing of resources between institutions? For instance, if an OER was created at one institution and uploaded to Islandora, could it easily be populated for every other institution to access the materials as well?
Piggybacking on Stephen Kelly: are the account permissions similar to the average social media tool, where faculty can decide how “wide” the permission of h/er OER product is? E.g. a blog or YouTube / Kaltura can have: private / unlisted / public levels. Does Islandora function the same?
The term “digital humanities” can refer to research and instruction that is about information technology or that uses IT. By applying technologies in new ways, the tools and methodologies of digital humanities open new avenues of inquiry and scholarly production. Digital humanities applies computational capabilities to humanistic questions, offering new pathways for scholars to conduct research and to create and publish scholarship. Digital humanities provides promising new channels for learners and will continue to influence the ways in which we think about and evolve technology toward better and more humanistic ends.
As defined by Johanna Drucker and colleagues at UCLA, the digital humanities is “work at the intersection of digital technology and humanities disciplines.” An EDUCAUSE/CNI working group framed the digital humanities as “the application and/or development of digital tools and resources to enable researchers to address questions and perform new types of analyses in the humanities disciplines,” and the NEH Office of Digital Humanities says digital humanities “explore how to harness new technology for thumanities research as well as those that study digital culture from a humanistic perspective.” Beyond blending the digital with the humanities, there is an intentionality about combining the two that defines it.
digital humanities can include
creating digital texts or data sets;
cleaning, organizing, and tagging those data sets;
applying computer-based methodologies to analyze them;
and making claims and creating visualizations that explain new findings from those analyses.
Scholars might reflect on
how the digital form of the data is organized,
how analysis is conducted/reproduced, and
how claims visualized in digital form may embody assumptions or biases.
Digital humanities can enrich pedagogy as well, such as when a student uses visualized data to study voter patterns or conducts data-driven analyses of works of literature.
Digital humanities usually involves work by teams in collaborative spaces or centers. Team members might include
researchers and faculty from multiple disciplines,
graduate students,
librarians,
instructional technologists,
data scientists and preservation experts,
technologists with expertise in critical computing and computing methods, and undergraduates
some disciplinary associations, including the Modern Language Association and the American HistoricalAssociation, have developed guidelines for evaluating digital proj- ects, many institutions have yet to define how work in digital humanities fits into considerations for tenure and promotion
Because large projects are often developed with external funding that is not readily replaced by institutional funds when the grant ends sustainability is a concern. Doing digital humanities well requires access to expertise in methodologies and tools such as GIS, mod- eling, programming, and data visualization that can be expensive for a single institution to obtain
Resistance to learning new tech- nologies can be another roadblock, as can the propensity of many humanists to resist working in teams. While some institutions have recognized the need for institutional infrastructure (computation and storage, equipment, software, and expertise), many have not yet incorporated such support into ongoing budgets.
Opportunities for undergraduate involvement in research, provid ing students with workplace skills such as data management, visualization, coding, and modeling. Digital humanities provides new insights into policy-making in areas such as social media, demo- graphics, and new means of engaging with popular culture and understanding past cultures. Evolution in this area will continue to build connections between the humanities and other disci- plines, cross-pollinating research and education in areas like med- icine and environmental studies. Insights about digital humanities itself will drive innovation in pedagogy and expand our conceptualization of classrooms and labs