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Our University has started on its journey to replace Blackboard Learn with Canvas by Instructure as our central learning environment (CLE). We\u2019re now configuring the system, structuring training and support plans, and preparing for a full rollout in 2025.<\/p>\n
This means we are entering an exciting and important phase of enriching the experiences of our students and colleagues through the transformation of our digital teaching and learning landscape.<\/p>\n
\nTo do this, we need you. Our colleagues will be key to establishing Canvas by Instructure with our students and across our teams, and embedding it as part of our digital learning environment. We\u2019ll all work together to deliver a robust training plan and provide regular communications and engagement to help you understand, communicate and advocate the transition.<\/strong>\u00a0\u00a0<\/strong><\/p>\n<\/blockquote>\n
\nAll colleagues are invited to hear updates from our Flexible Learning Programme team, along with colleagues from working groups and a representative from the supplier, Instructure, at our next planned open meeting on Tuesday 19 March at 1pm<\/a>. There is also an opportunity to ask the panel any questions. \u00a0<\/strong><\/p>\n<\/blockquote>\n
Why Canvas by Instructure?<\/h2>\n
Our existing contract with Blackboard Learn will end after 14 years in 2025. We have therefore undertaken a full open tender process to identify the most suitable CLE to meet our needs.<\/p>\n
An evaluation panel undertook extensive analysis of three CLE suppliers, mapping the capabilities of each system against our key requirements. They could only do this by understanding the needs of users \u2013 and that meant involving our students and colleagues in a consultation process, because they will be the day-to-day users of this technology.<\/p>\n
A rigorous testing period involving over 260 students and staff was conducted to identify what users need from the CLE. It was essential to test accessibility and user experience of each system across a cross-section of teams with a broad range of differing needs and expectations.<\/p>\n
Canvas by Instructure was recognised as the most suitable of the systems trialled. Thank you to everyone who has supported and informed the selection process!<\/p>\n
What are the benefits?<\/h2>\n
Canvas by Instructure is an intuitive, user-friendly platform designed with users at its heart. The system showcases modern technology which will enhance teaching, learning and student experiences. It is designed to be cohesive, easy to navigate and to positively influence user experiences.<\/p>\n
The move to the new CLE is an opportunity for some housekeeping and decluttering, ensuring that we don\u2019t take what we no longer need into our new system. This means teaching and learning will be easily accessible to students and colleagues.<\/p>\n
The CLE also offers the ability to build fresh integrations and operability with our learning applications, so our tools are available when the CLE goes live, which is important for a seamless transition. This will also enable quicker and smoother diagnoses of technical issues through IT Services.<\/p>\n
What is the expected timeline for rollout?<\/h2>\n
We contracted Instructure and made announcements to students and colleagues in November 2023; this led into a discovery phase, where stakeholders across the University attended workshops with the supplier to understand the detail about our technologies and pedagogies.<\/p>\n
We have now moved to the implementation phase, where key staff groups are involved in role-specific training which will help us review design, delivery and support processes. \u00a0<\/p>\n
Over the next year, we will gradually engage and train student and staff groups with a soft launch approach, to integrate Canvas by Instructure in a way that supports everyone.<\/p>\n
Training and access to the system will be available from January 2025, with a full migration by September 2025.<\/p>\n
How can we get this right?<\/h2>\n
The move from Blackboard Learn to Canvas by Instructure should be seen as a priority \u2013 after all, it will affect our future teaching and learning at The University of Manchester. The success of embedding the CLE relies on all users understanding its importance and its potential \u2013 so please make sure to ask any important questions, either at the open meeting<\/a> or via\u00a0flexiblelearning@manchester.ac.uk<\/a>. Common FAQs can be found here<\/a>.<\/p>\n
This is a massive opportunity to improve our use of technology to provide teaching and learning content. Canvas by Instructure will set us on our path to further opening up Manchester education to more people, allowing for more positive experiences for both students and colleagues.<\/p>\n
We appreciate people are busy, but the Flexible Learning Programme team is working with line managers to ensure time is allocated to colleagues to understand, question and familiarise themselves with the CLE.<\/p>\n
It\u2019s so important that colleagues are strong advocates for the changeover and work with us to create a smooth transition. Please join us in ensuring the introduction of our new CLE is seen as an exciting opportunity, and a positive step in innovative work and study at the University of Manchester.<\/p>\n
\u00a0<\/p>\n
Professor April McMahon,\u00a0Vice-President (Teaching, Learning and Students)<\/p>\n
[\/et_pb_text][et_pb_post_nav _builder_version=”3.17.6″ prev_text=”Previous” next_text=”Next” in_same_term=”off” locked=”on” \/][et_pb_comments _builder_version=”3.17.6″ custom_button=”on” button_text_color=”#ffffff” locked=”on” \/][et_pb_text admin_label=”Related posts” _builder_version=”3.17.6″ locked=”on”]<\/p>\n
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Our University has started on its journey to replace Blackboard Learn with Canvas by Instructure as our central learning environment to improve teaching and learning experiences. <\/p>\n","protected":false},"author":521,"featured_media":3812,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"[et_pb_section bb_built=\"1\" fullwidth=\"off\" specialty=\"on\" _builder_version=\"3.17.6\"][et_pb_column type=\"2_3\" specialty_columns=\"4\"][et_pb_row_inner admin_label=\"Row\"][et_pb_column_inner type=\"4_4\" saved_specialty_column_type=\"2_3\"][et_pb_post_title _builder_version=\"3.17.6\" featured_placement=\"above\" locked=\"on\" \/][et_pb_text _builder_version=\"3.17.6\"]\r\n\r\n
When I\u2019m out and about meeting staff I hear much debate about the why, what, when and how of change in our University. I wanted to share my thoughts on this often contentious topic \u2013 and hear your views too.<\/p>
Early in 2020 we will launch our University\u2019s new vision and strategic plan \u2013 Our future. In order to fulfil Our future we need to ensure that we are in a financially sustainable position so that we have the funds to invest in the new staff, facilities and infrastructure which will be needed to bring our plans to life.<\/p>
Our Financial Statements<\/a> for 2018\/19, which have been published following approval by the Board of Governors, confirm that more than 95% of our \u00a31.1bn income is spent on our core goals - on our staff and our students - to deliver research, education and social responsibility; with the remainder invested in the long term sustainability of our University. You can find a summary<\/a> of the Financial Statements on StaffNet.<\/p>
However, this is a testing time for UK universities, due to the many external factors that have an impact on us - current home tuition fees are falling in real terms, whilst our costs (not just pay but non-pay too) are increasing. There are further and even greater tuition fee funding risks outlined in General Election manifestos as well as a range of Brexit-related risks that could affect our operations. The Office for Students (OfS) demands that we demonstrate both value for money for our students and our financial sustainability (in the sense of being able to invest to deliver our ambitious strategy, rather than survival). There are, of course, also ongoing unresolved national issues around pay and the continuing challenges around funding pensions in the higher education sector.<\/p>
Our Financial Statements show an improved operating surplus (3.7% of income compared to \u00a324.7m (2.3%) in 2017\/18), with a rise in income from tuition fees, education contracts and research. As I mentioned earlier, we re-invest the surplus we achieve each year in activity in line with our strategy. Recently our funds have been used to create some new academic and Professional Services posts; to invest in key infrastructure including IT; to invest in some new buildings like our student accommodation at Unsworth Park; to improve the student experience by funding more full-time Residential Life staff and to upgrade a range of buildings and research and teaching spaces and resources. Increasingly it is also invested in environmental sustainability and meeting our ambitious carbon targets. So even when we are making difficult decisions in some parts of the University we continue to invest our surplus.<\/p>
Whilst we have reported an operating surplus, our Board of Governors expects us to deliver a much larger surplus than this (at least 5%) if we are to be sustainable in the long-term.
Improving our financial performance will help to deliver our ambitious future plans, but we must also increase our capacity to create the funds and time to invest in our core goals. One of the ways we can do this is by changing what we do and how we do things.<\/p>Our strategic change programme (including IT Modernisation<\/a>, the Student Experience Programme<\/a>, and the Research Lifecycle Programme<\/a>), alongside our continuous improvement plans, will ensure that we create the financial headroom to invest in people and facilities. The strategic change programme will also enable us to embrace new technologies and new ways of doing things that better support all our staff and students to be the best that they can be.<\/p>
Yes, this means that some individual roles will change. New roles (some that we haven\u2019t yet identified) will be created and some roles will no longer be required. I appreciate that this will cause some uncertainty and where that is the case we will do everything we can to support staff, but the alternative is that we never change anything. If we fail to take advantage of advances in technology and develop more joined-up ways of working we will ultimately find ourselves outdated in the eyes of future students, funders and other stakeholders. Staff want to work for a progressive and successful institution, of which they can be proud. This means we cannot stand still.<\/p>
When I talk to staff and students I often hear their frustrations about how difficult it be can be to get some straightforward things done, grappling with paper-based, manual and repetitive processes, on outdated systems and infrastructure, all of which serves to increase staff workloads. Everyone wants to do a good job, but regularly feel that our world-class status is earned in spite of our internal systems and processes, not because of them.<\/p>
To deliver our new vision and strategic plan we will need to embrace new opportunities and face challenges with courage and determination. That will sometimes mean we have to make tough decisions and no-one is claiming it will be easy or that mistakes will not be made along the way. But where we do have tough choices to make we will commit to implementing changes fairly and with compassion to support the wellbeing of all our colleagues.<\/p>\r\n\r\n[\/et_pb_text][et_pb_post_nav _builder_version=\"3.17.6\" prev_text=\"Previous\" next_text=\"Next\" in_same_term=\"off\" locked=\"on\" \/][et_pb_comments _builder_version=\"3.17.6\" custom_button=\"on\" button_text_color=\"#ffffff\" locked=\"on\" \/][et_pb_text admin_label=\"Related posts\" _builder_version=\"3.17.6\" locked=\"on\"]\r\n\r\n
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