Workshop to discuss and select good practices

(Indra Dedze, Anna Lasakova and Paulina Pankowska)

• Objective: select 3/ 4 good practices from all case studies • Selection procedure:

– Anna explains selection criteria (10 minutes)– Indra lists the practices from the case studies (10 minutes)– Consortium divided into 3 groups each of which selects 2/ 3

practices (25 minutes)– A representative from each group reports back to the remaining

(10 minutes)– An overall discussion to select the final 3/ 4 practices (20

minutes)

GAIHE Project

Methodology for selection of best practices from the case studies

Presentation by Anna Lasakova & Lubica BajzikovaComenius University in Bratislava

Value added Sustainability Transferability

BEST PRACTICES

BP a

dds

valu

e • Practice goes beyond standard expectations of HEI stakeholders and provides something "more". Being more effective, providing better solutions, meeting requirements of stakeholders, their actual or unarticulated needs, being original, giving competitive advantage, having an positive impact on HEI (or even on wider society). Giving an effective answer to new problems or having capacity to answer to an old problem in a new and successful way.

BP is

sus

tain

able • Practice is durable, resilient, and survives within the setting despite of

turbulences or changes. Being “environment-friendly”; fits well with the HEIs internal environment. It cooperates well with other HEIs processes and structures. It corresponds with HEIs long-term vision and strategic goals.

BP is

tran

sfer

able • Practice can be conveyed to other contexts or settings easily. Practice

can be replicated in different contexts as it was “originally” conceived and implemented. It can be disseminated to other settings, being convergent with the public policies agendas. It is relatively easy to make working connections between the (elements of the) practice and the new setting.

Criteria for “BP adds value”

1. Helps to promote productive cooperation between the main institutional spheres: the university – the industry/business – the government

2. Promotes learning of new practices among HEI's stakeholders3. Promotes the lifelong learning among HEI's stakeholders4. Enables an easy access to knowledge5. Helps to build the goodwill of HEI6. Contributes to diversification of the current modes of education provision at HEI7. Supports the internationalization/networking of the teaching/learning/research at HEI8. Mobilizes HEIs’ infrastructures as well as knowledge, skills and abilities of the HEI's

employees9. Fosters the ICT-related skills of graduates10. Ensures students have more experience of practical knowledge

Criteria for “BP is sustainable”

1. Is capable to maintain its underlying idea, character, structure and practicality despite of organizational or managerial changes at HEI

2. Shows tendency, or potential to evolve into a standard operating procedure within the education provision at HEI

3. Formal feedback channels are at hand in order to gain information on the effects of the practice from the “users”

4. Has some level of buy-in from the leadership of the institution5. Is supported by HRM at HEI (for example, employees are incentivized for adoption of the

practice, or clear responsibility and accountability of employees dealing with innovation are defined within their job description)

6. Is coherent with HEIs vision and strategy

Criteria for “BP is transferable”

1. Is prone to some adjustments in order to meet the specific cultural, local, institutional contexts without losing its original character

2. Is easily administrated and it is feasible from the operational point of view3. The training and acquiring the skills needed for successful usage of the new practice is

relatively easy and straightforward (no experts need to be hired, a peer-to-peer, or colleague-to-colleague help is mostly sufficient)

4. Does not imply bureaucratic burden for the HEI's staff, or for other stakeholders 5. Has value-for-money6. Does not necessitate any disruptions in the HEI's governance and/or management

structures

Thank you for attention

References

• GAIHE Final report. Section 2.2 Project methodology (Lasakova, A., & Bajzikova, L.).• Innovation in Governance and Public Administration: Replicating What Works. (2006). New York: United

Nations. • Salmon, G. (2005). Flying not flapping: a strategic framework for e-learning and pedagogical innovation in

higher education institutions. ALT-J, Research in Learning Technology, 13(3), 201-218.• Mioduser, D., Nachmias, R., Forkosh Baruch‐ , A., & Tubin, D. (2004). Sustainability, scalability and

transferability of ICT based pedagogical innovations in Israeli schools‐ . Education, Communication & Information, 4(1), 71-82.