Digital Literacy for St. Cloud State University
I am repeating the fact below since as soon as the iPAD came out on the market. Pity that campus does not listen. Well, it is not the first fact I am sharing on campus and nobody listens.
“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.”
Better questions to ask might be:
iPads have come a long way since our initial investment in interactive whiteboards.
+++++++++++++
more on SAMR in this blog
https://blog.stcloudstate.edu/ims?s=samr
Congrats everyone https://t.co/auPV8Kp7VZ
— Audrey Watters (@audreywatters) December 31, 2019
http://hackeducation.com/2019/12/31/what-a-shitshow
14. inBloom. The Shared Learning Collaborative (2011)
Did you know that companies use the Bluetooth capabilities on your phone to track your movements in retail stores, gyms, airports, and more? I didn’t.
Turning Bluetooth off doesn’t stop them.
(Re-tweeting because my last tweet contained an error.)https://t.co/qRdcpErVb4
— Susan Fowler (@susanthesquark) June 14, 2019
https://www.nytimes.com/interactive/2019/06/14/opinion/bluetooth-wireless-tracking-privacy.html
Recent reports have noted how companies use data gathered from cell towers, ambient Wi-Fi, and GPS. But the location data industry has a much more precise, and unobtrusive, tool: Bluetooth beacons.
Most people aren’t aware they are being watched with beacons, but the “beacosystem” tracks millions of people every day. Beacons are placed at airports, malls, subways, buses, taxis, sporting arenas, gyms, hotels, hospitals, music festivals, cinemas and museums, and even on billboards.
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. Other players 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.
Beacons are also being used for smart cities initiatives. The location company Gimbal provided beacons for LinkNYC kiosks that provoked privacy concerns about tracking passers-by. Beacon initiatives have been started in other cities, including Amsterdam (in partnership with Google), London and Norwich.
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.
++++++++++++++++++++
More on surveillance in this IMS Blog
https://blog.stcloudstate.edu/ims?s=surveillance
Bryan Alexander’s Future Trends Forum with Guest Sue Bohle, Serious Play Conference |
|
| An interactive discussion on gaming in education | |
| January 17, 2 – 3 PM (EST) |
Sue Bohle, Executive Director, Producer, Serious Play Conference, for a lively discussion on gaming in education.
Sue is a leader in the space and has seen tremendous growth and potential of serious games in corporate training and eLearning. The interview has been edited for clarity and length.
++++++++
notes from the webinar:
i had issues connecting and the streams of the guest speaker (Sue) and Bryan will stall when each of them were talking.
examples for formally learning through games
I’d love to hear Sue chat about: Students as game authors, what do you do to encourage reflection on game events?
++++++
more on Future Trends in this IMS blog
https://blog.stcloudstate.edu/ims?s=future+trends
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:
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).
++++++++++++
more on social media in libraries
https://blog.stcloudstate.edu/ims?s=social+media+library
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.
++++++++++++
more about Edmodo in this IMS blog
https://blog.stcloudstate.edu/ims?s=edmodo
Best practices include:
Evaluation principles
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
Sample student rating q/s
University resources
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
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
+++++++++++++++++
more on online teaching in this IMS blog
https://blog.stcloudstate.edu/ims?s=online+teaching
Forum takes a deep dive into higher education and technology. On Thursday, March 23rd, from 2-3 pm EST we will be joined by Susan Grajek, the vice president for communities and research at EDUCAUSE
+++++++++++++++++++
EDUCAUSE supports early adopters in this area through the Integrated Planning and Advising for Student Success (iPASS) grant challenge, a program in which EDUCAUSE helps develop models for the field by working closely with a small number of institutions that are pioneering iPASS systems.
Developing a holistic, agile approach to reduce institutional exposure to information security threats
That program should encompass people, process, and technologies:
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.
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.
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.
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.
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.
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.
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
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.
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
https://blog.stcloudstate.edu/ims?s=information+technology
By Richard Chang 12/20/16\
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.
Respondents to THE Journal’s two recent surveys, the 2016 Readers’ Choice Awards and “Teaching with Technology,” expressed both positive and negative sentiments about interactive whiteboards.
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:
+++++++++++++++++++
more on interactive white boards in this IMS blog
https://blog.stcloudstate.edu/ims?s=interactive+boards