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Information (IL) Literacy in the Curriculum Albert K. Boekhorst Universiteit van Amsterdam University of Pretoria Athens 2011
Program 9:00 – 18:30 Introduction Workshop Participants IL, Why, What, How, When? Developing an IL policy Feedback & Final remarks Surprise (?) ©akb QQML2011 Athens2
Workshop Aim is to present background information to enable persons to develop an information literacy policy in their organisation … ©akb QQML2011 Athens3
Participants Name Institution, function What is/are the obstacle(s)? What do you want to achieve today? ©akb QQML2011 Athens4
Excercise ©akb QQML2011 Athens5
IL: Why, What, How, When? ©akb QQML2011 Athens6
©akb QQML2011 Athens7 To survive and develop … themselves people and organisations need knowledge on: Themselves Their physical environment Their social environment
©akb QQML2011 Athens 8 Survival of the Fittest Those who are better than others capable to satisfy their information needs in an effective and efficient way, are more capable to survive and develop themselves than … those with less advantageous traits... After Charles Darwin "...it is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change... Therefore a need to be Information Literate
Informatisation process Ongoing control over natural forces technization Ongoing social differentiation differentiation Expanding of interdependency networks globalisation ©akb QQML2011 Athens9
©akb QQML2011 Athens10 Information explotion Information explotion CONSTANT CHANGE CONSTANT CHANGE Technological developments Technological developments Scientific developments Globalization Information dependency Ongoing proces …
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©akb QQML2011 Athens12 Effects for people Exponential growth of information, information media, information channels and information services Growth of technology, tools and applications to retrieve, process and disseminate information Changes in communication patterns and behaviour 24/7 access and availability
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©akb QQML2011 Athens14 Lifelong learning All learning activities undertaken throughout life on an ongoing basis in a variety of formal and informal settings, with the aim of improving knowledge, skills, understanding and competence, within a personal, civic, social and/or employment-related perspective (NIACE, 2003)
©akb QQML2011 Athens15 Information Needs Environment Social role Personal characteristics Information needs
©akb QQML2011 Athens16 Information Space Observation:objects & processes Conversation: persons Consultation:recorded information memory institutions Both real and virtual objects processes people recorded information real virtual EGO
©akb QQML2011 Athens17 Information literacy Increasing complexity of environment leads to need for more skills to select, retrieve and process information External factors create backlog
©akb QQML2011 Athens18 Information inequality Participating majority Information elite Excluded
©akb QQML2011 Athens19 American Library Association (1989) Information literacy is a set of abilities requiring individuals to recognize when information is needed and have the ability to locate, evaluate, and use effectively the needed information
©akb QQML2011 Athens20 2003 Prague Declaration "Towards an Information Literate Society" and Information Society 2005 Alexandria Declaration Beacons of the Information Society
©akb QQML2011 Athens21 Aspects 1.Recognition information need 2.Translation information need into query 3.Identification suitable information source 4.Application knowledge of relevant ICT 5.Selection, integration, dissemination of found information. 6.Continuous evaluation
©akb QQML2011 Athens22 recognize information need formulate information query knowledge information sources knowledge of ICT appliations selection intergration dissemination KK E1E2E3E4 E5 12345 1 E1 = evaluation moment= knowledge product
©akb QQML2011 Athens23 Iterating process 2. formulate information query 3. knowledge information sources 4. knowledge of ICT applications 5. selection intergration dissemination evaluation moment 1. recognize information need 1. recognize information need
©akb QQML2011 Athens24 SCONUL 7 pillars of information literacy Recognise information need Distinguish ways of addressing gap Construct strategies for locating Synthesise and create Organise, apply and communicate Compare and evaluate Locate and access Information Literacy Basic Library Skills & IT Skills http://www.sconul.ac.uk/
©akb QQML2011 Athens25 Related terms
©akb QQML2011 Athens26 Harris & Hodges (1995) Adult literacy Advanced literacy Basic literacy Biliteracy Community literacy Computer literacy Critical literacy Cultural literacy Emergent literacy Family literacy Functional literacy Informational literacy Marginal literacy Media literacy Minimal literacy Restricted literacy Survival literacy Visual literacy Workplace literacy
©akb QQML2011 Athens27 IL and Media Literacy UNESCO Expert Group Meeting, 16- 18 June 2008, Paris: Teacher Training Curricula For Media and Information Literacy UNESCO Expert Group Meeting, 4-6 November 2010, Bangkok Development of Media and Information Literacy Indicators
©akb QQML2011 Athens28 3 concepts The ICT concept: Information literacy refers to the competence to use ICT to retrieve and disseminate information. The information (re)sources concept: Information literacy refers to the competence to find and use information independently or with the aid of intermediaries. The information process concept: Information literacy refers to the process of recognizing information need, the retrieving, evaluating, use and dissemination of information to acquire or extend knowledge.
©akb QQML2011 Athens29 Information Rich - Poor person rich poor environment rich poor A = Information Rich person in Information Rich environment A C = Information Rich person in Information Poor environment C D = Information Poor person in Information Rich environment D B = Information Poor person in Information Poor environment B C A
©akb QQML2011 Athens30 How: by learning In the socialisation process: By doing Formal education Informal education
©akb QQML2011 Athens31 Governments National governments have a specific responsibility: They determine the form and content of the educational system in which pupils are prepared for their future lives as responsible and participative citizens
©akb QQML2011 Athens32 Becoming information literate Cannot be learned in a distinct subject Integrated in any subject Coordination between teachers & librarians
©akb QQML2011 Athens33 Information Literacy Continum Catts & Lau 2008
©akb QQML2011 Athens34 Catts & Lau 2008
©akb QQML2011 Athens35 Learning Line & Moments Educational level A Educational level B Educational level C Life Long Learning curriculum time
©akb QQML2011 Athens36 Aim From Unconscious Incompetent Via Conscious Incompetent To Conscious Competent
How? QQML2011 Athens37 ©akb 37 conscious competent conscious incompetent conscious competent ? step 1 raise awareness (assessment) unconscious incompetent step 2 offer trainings ©akb
QQML2011 Athens Assessments Self-assessment Peer-assessment Tutor-assessment ©akb 38
©akb QQML2011 Athens39 So far Information literacy Is a container concept Its a dynamic concept Being Information Literate is a competence: a critical Attitude about: What am I doing? What for am I doing this? With what am I doing this? Knowledge about: the organization and quality of information resources and -channels acquiring access to information Skills: being able to use required skills and technology Part of Life Long Learning
Exercise Make groups What are the main obstacles to implement IL in the curriculum in your organisation ©akb QQML2011 Athens40
According to me … Management is not interested They search with one word in Google and think thats enough! Teachers claim its their area But are the competent? Students think they are competent! They search with one word in Google and think they are competent! ©akb QQML2011 Athens41
Developing an IL Policy Serap Kurbanoğlu Hacettepe University, Turkey Albert K. Boekhorst Universiteit van Amsterdam University of Pretoria
Our plans miscarry because they have no aim. When a man does not know what harbour he is making for, no wind is the right wind Seneca
©akb QQML2011 Athens44 In our minds … we know 1.Present situation A 2.Desired situation B 3.Wonder how to come from A to B 4.So we need a strategy for an IL policy
©akb QQML2011 Athens45 Information policy An information policy is the vision of the strategic management on the main lines, that have to be observed to achieve the required information organisation for the near future from one till five year
What do we need A strategic planning A formulated policy Action program ©akb QQML2011 Athens46
Strategic planning Strategic planning is the formal consideration of an organization's future course. All strategic planning deals with at least one of three key questions: "What do we do?" "For whom do we do it?" "How do we excel?" http://en.wikipedia.org/wiki/Strategic_planning ©akb QQML2011 Athens47
Strategic Planning Process I Situation - evaluate the current situation and how it came about. Target - define goals and/or objectives (sometimes called ideal state) Path / Proposal - map a possible route to the goals/objectives ©akb QQML2011 Athens48
Strategic Planning Process II Draw-See-Think Draw - what is the ideal image or the desired end state? See - what is today's situation? What is the gap from ideal and why? Think - what specific actions must be taken to close the gap between today's situation and the ideal state? Plan - what resources are required to execute the activities? ©akb QQML2011 Athens49
Strategic Planning Process III See-Think-Draw See - what is today's situation? Think - define goals/objectives Draw - map a route to achieving the goals/objectives ©akb QQML2011 Athens50
Needed Vision Mission Values Strategy ©akb QQML2011 Athens51
Vision Defines the way an organization or enterprise will look in the future. Vision is a long-term view, sometimes describing how the organization would like the world to be in which it operates. For example, a charity working with the poor might have a vision statement which reads "A World without Poverty." ©akb QQML2011 Athens52
Mission Defines the fundamental purpose of an organization or an enterprise, succinctly describing why it exists and what it does to achieve its Vision. ©akb QQML2011 Athens53
Values Beliefs that are shared among the stakeholders of an organization. Values drive an organization's culture and priorities and provide a framework in which decisions are made. For example: "Knowledge and skills are the keys to success Give a man bread and feed him for a day, but teach him to farm and feed him for life". ©akb QQML2011 Athens54
©akb QQML2011 Athens55 Report on IL policy Analysis present situation Description of desired situation Analysis of changes Making priorities Demands and conditions Information plan = action program
©akb QQML2011 Athens56 Planning lineair conceptual reality present future desired situation present situation present situation transition process new situation new situation ideal situation
©akb QQML2011 Athens57 Planning iteratief present future desired situation present situation present situation transition process new situation new situation ideal situation present future desired situation present situation present situation transition process new situation new situation ideal situation
Getting started Dont reinvent the wheel: Identify the IL model that works best for your institution Adapt existing information literacy standards and practices Design a program based on the standards and experiences Work on a strategic plan Identify and focus on library responsibilities toward IL and develop library instruction programs accordingly Ensure to teach the research process and its concepts, and do more than introducing electronic tools and technology Be prepared for challenges & be aware of planning pitfalls ©akb QQML2011 Athens58
Key planning issues Plan your Information literacy program in concert with overall strategic library planning Make sure that your plan is tied to library and institutional development plans Review past performance and try to understand reasons for past failures Identify opportunities Determine learners needs and preferences Understand the impact of IL training on existing operations and staff function ©akb QQML2011 Athens59
Potential challenges & planning pitfalls Obstacles such as limited facilities, financial and human resources Inability to get management and/or faculty involved Lack of clear objectives Assumptions The status problems Resistance towards change Obstacles in communication (different vocabularies) Student motivation (students dont want to do anything extra) Perfectionism ©akb QQML2011 Athens60
Planning Statement of purpose Action Environmental scan Opportunities and challenges Resources Budget Administrative and instutional support ©akb QQML2011 Athens61
Planning Integration with the curriculum Collaboration and partnership Pedagogy Outreach and promotion Evaluation Characteristics of the learner Mode of instruction ©akb QQML2011 Athens62
Present situation Vision, Mission, Values Statement? Staff Equipment Facilities Instruction ©akb QQML2011 Athens63
Developing a Vision Statement The vision statement includes vivid description of the organization as it effectively carries out its operations. Developing a vision statement can be quick culture-specific, i.e., participants may use methods ranging from highly analytical and rational to highly creative and divergent, e.g., focused discussions, divergent experiences around daydreams, sharing stories, etc. Therefore, visit with the participants how they might like to arrive at description of their organizational vision. Developing the vision can be the most enjoyable part of planning, but the part where time easily gets away from you. Note that originally, the vision was a compelling description of the state and function of the organization once it had implemented the strategic plan, i.e., a very attractive image toward which the organization was attracted and guided by the strategic plan. Recently, the vision has become more of a motivational tool, too often including highly idealistic phrasing and activities which the organization cannot realistically aspire. ©akb QQML2011 Athens64
Notice any differences between the organizations preferred values and its true values (the values actually reflected by membersbehaviors in the organization). Record each preferred value on a flash card, then have each member rank the values with 1, 2, or 3 in terms of the priority needed by the organization with 3 indicating the value is very important to the organization and 1 is least important. Then go through the cards again to rank how people think the values are actually being enacted in the organization with 3 indicating the values are fully enacted and 1 indicating the value is hardly reflected at all. Then address discrepancies where a value is highly preferred (ranked with a 3), but hardly enacted (ranked with a 1). Incorporate into the strategic plan, actions to align actual behavior with preferred behaviors. ©akb QQML2011 Athens65
Mission statement Mission statement describes the overall purpose of the program and may reflect the values and priorities Write a mission statement for your IL program Make sure that the mission statement includes a definition of information literacy; is consistent with the Information Literacy Standards; corresponds with the mission statements of the institution; clearly reflects the contributions of and expected benefits to institutional community; appears in appropriate institutional documents; is reviewed periodically and, if necessary, revised ©akb QQML2011 Athens66
Developping a mission statement http://managementhelp.org/plan_dec/str_plan/stmnts.htm#anchor519441 Basically, the mission statement describes the overall purpose of the organization. If the organization elects to develop a vision statement before developing the mission statement, ask Why does the image, the vision exist -- what is its purpose? This purpose is often the same as the mission Developing a mission statement can be quick culture-specific, i.e., participants may use methods ranging from highly analytical and rational to highly creative and divergent, e.g., focused discussions, divergent experiences around daydreams, sharing stories, etc. Therefore, visit with the participants how they might like to arrive at description of their organizational mission. When wording the mission statement, consider the organization's products, services, markets, values, and concern for public image, and maybe priorities of activities for survival. ©akb QQML2011 Athens67
Consider any changes that may be needed in wording of the mission statement because of any new suggested strategies during a recent strategic planning process. Ensure that wording of the mission is to the extent that management and employees can infer some order of priorities in how products and services are delivered. When refining the mission, a useful exercise is to add or delete a word from the mission to realize the change in scope of the mission statement and assess how concise is its wording. Does the mission statement include sufficient description that the statement clearly separates the mission of the organization from other organizations? ©akb QQML2011 Athens68
Developing a Values Statement Values represent the core priorities in the organizations culture, including what drives members priorities and how they truly act in the organization, etc. Values are increasingly important in strategic planning. They often drive the intent and direction for organic planners. Developing a values statement can be quick culture-specific, i.e., participants may use methods ranging from highly analytical and rational to highly creative and divergent, e.g., focused discussions, divergent experiences around daydreams, sharing stories, etc. Therefore, visit with the participants how they might like to arrive at description of their organizational values. Establish four to six core values from which the organization would like to operate. Consider values of customers, shareholders, employees and the community. ©akb QQML2011 Athens69
Examples California State University http://www.calstatela.edu/library/mission.ht m http://www.calstatela.edu/library/mission.ht m ©akb QQML2011 Athens70
IFLA/UNESCO: SCHOOL LIBRAY GUIDELINES http://archive.ifla.org/VII/s11/pubs/sgu ide02.pdf ©akb QQML2011 Athens71
IFLA 1.1. Mission The school library provides information and ideas that are fundamental to functioning successfully in our increasingly information- and knowledge-based present day society. The school library equips students with lifelong learning skills and develops their imagination, thereby enabling them to live as responsible citizens. ©akb QQML2011 Athens72
IFLA 1.2 Policy The school library should be managed within a clearly structured policy framework. The library policy should be devised bearing in mind the overarching policies and needs of the school and should reflect its ethos, aims and objectives as well as its reality. ©akb QQML2011 Athens73
http://www.lib.uchicago.edu/e/about/ mvv.html ©akb QQML2011 Athens74
Library Mission Statement Crescat scientia, vita excolatur Let knowledge grow from more to more; and so be human life enriched The Library's mission is to provide comprehensive resources and services in support of the research, teaching, and learning needs of the University community. To fulfill this mission, the Library commits to: Understand the research, teaching, and learning needs of its users; Build collections and create tools to support research, teaching, and learning; Provide access to and promote the discovery and use of local and external information resources; Ensure the preservation and long-lasting availability of Library collections and resources; Create hospitable physical and virtual environments for study, teaching, and research; Collaborate with other members of the University to enrich the research and learning community; Advance local, national, and international library and information initiatives; Develop, encourage, and sustain expertise, skill, commitment and an innovative spirit in its staff. ©akb QQML2011 Athens75
Libray Values In all of our interactions, we are guided by these values: Knowledge Service Quality Integrity Respect Communication ©akb QQML2011 Athens76
Knowledge We encourage the process of learning and the life of the mind. We celebrate truth seeking through discourse and investigation. We anticipate and contribute to scholarly inquiry. We promote the Library as both a real and virtual extended classroom. We embrace our role as collectors and custodians of the intellectual record. ©akb QQML2011 Athens77
Service We offer an environment that supports creativity, flexibility, and collaboration. We believe that each user of the Library is unique and important. We evolve to meet the changing needs of the Library and its users. We maintain a comfortable, welcoming and secure place for study, research, work, reflection and interaction. ©akb QQML2011 Athens78
Exercise Make groups Formulate a Vision Statement for your organisation Formulate a Mission Statement for your organisation ©akb QQML2011 Athens79
Goals & Actions Goals are the qualitative and quantitative statements of what the organization wishes to achieve over a measurable future State the goal or goals to achieve and make them specific Make sure that goals for your information literacy program: are consistent with the mission and goals of the institution; are consistent with the mission statement of the IL program; apply to all learners, regardless of delivery system or location; reflect the desired outcomes of preparing students for lifelong learning; are evaluated and reviewed periodically List all actions required to achieve each goal Write actions in the order they need to be completed ©akb QQML2011 Athens80
Enviromental scan Scan both internal and external environment SWOT/TOWS analysis can be used Environmental scan Detecs social, economic, and political trends that may affect organizations future Detects trends and events important to your plan Detecs institutional factors that can help or limit the program Provides early warning of changing external conditions Defines potential threats and opportunities implied by external factors Promotes a future orientation in the thinking of management and staff Enables to understand current and potential changes to determine organizational strategies ©akb QQML2011 Athens81
Internal & external factors Internal = Strengths and Weaknesses Evaluate the weaknesses and strenghts in terms of human, economic and physical resources available in the library for the IL program External = Opportunities and Threats Anticipate and address current and future opportunities and challenges ©akb QQML2011 Athens82
SWOT Analysis StrengthsWeaknesses OpportunitiesThreats ©akb QQML2011 Athens83
TOWS Analysis External Opportunities External Threats Internal Strengths Strategies that use strengths to maximize opportunities Strategies that use strengths to minimize threats Internal Weaknesses Strategies that minimize weaknesses by taking advantage of opportunities Strategies that minimize weaknesses and avoid threats ©akb QQML2011 Athens84
Exercise Make groups Make a SWOT analysis for your library ©akb QQML2011 Athens85
Resources Identify what is required to implement the program; Describe the human resources required for each action; Describe the physical requirements for each action (e.g. classroom, office space, furniture, equipment, etc.); Address, with clear priorities, human, technological and financial resources, current and projected ©akb QQML2011 Athens86
Human Resources Build up your team Employ, develop, or have access to sufficient personnel with appropriate education, experience, and expertise Identify and assign leadership and responsibilities within the team ©akb QQML2011 Athens87
Human Resources Make sure that the staff develop experience in teaching, assessment of student learning, and curriculum development; develop expertise to develop, coordinate, implement, maintain, and evaluate IL programs; use instructional design processes; promote, market, manage, and coordinate diverse instruction activities; collect and interpret data to evaluate and update instruction programs; ©akb QQML2011 Athens88
Human Resources collect and interpret data to evaluate and update instruction programs; integrate and apply instructional technologies into learning activities; produce instructional materials; employ a collaborative approach to working with others; actively engaged in continual professional development and training; respond to changing technologies, environments, and communities. ©akb QQML2011 Athens89
Budget Tie your plan to library and institutional budgeting cycles Estimate your budget Be flexible in estimating costs Determine how much funding the program needs (staff = money) ©akb QQML2011 Athens90
Administrative and institutional support No information literacy program can be developed and sustained unless it has a strong base of support Support for a successful instruction program has many interdependent facets The level of support necessary will depend on the scope of the program the size of the program its connection with other institutional units ©akb QQML2011 Athens91
Administrative and institutional support Convince the administration within your institution: that IL is a learning issue not a library issue and that faculty must also be responsible for students acquiring IL abilities; to assign information literacy leadership and responsibilities; to plant IL in the institutions mission, strategic plan, and policies; to provide funding to establish and ensure ongoing support for teaching facilities and resources, staffing, professional development opportunities for librarians, faculty, staff, and administrators; to recognize and encourage collaboration among instutional community (faculty, librarians, and other staff) and among institutional units; to communicate support for the program; to reward achievement and participation in the information literacy program within the institutions system. ©akb QQML2011 Athens92
Integration into the curriculum Ensure that IL is incorporated into the curriculum; Use institutional decision making mechanisms to ensure institution-wide integration into academic programs; Identify the scope (i.e., depth and complexity) of competencies to be acquired on a disciplinary level as well as at the course level; Sequence and integrate competencies throughout a students academic career, progressing in sophistication; Specify programs and courses charged with implementation; Merge the IL concepts with the course contents ©akb QQML2011 Athens93
Collaboration & partnership Collaborate with faculty, librarians, other program staff and administrators; Establish formal and informal mechanisms for communication and ongoing dialogue across the institutional community; Collaborate at all stages (planning, implementation, assessment of student learning, and evaluation and refinement of the program); ©akb QQML2011 Athens94
Collaboration & partnership Center your collaboration efforts around enhanced student learning and the development of lifelong learning skills; Work with faculty to develop curriculum, syllabi, and assignments that focus on the research; Collaborate with faculty to incorporate information literacy concepts and disciplinary content; Collaborate with faculty to identify opportunities for achieving information literacy outcomes through course content and other learning experiences; ©akb QQML2011 Athens95
Developing partnership Focusing faculty attention on information literacy and creating a partnership can present challenges Faculty have many competing interests Most faculty feel that they have established a partnership with librarians It is not at the top of the facultys agenda Strategies in Developing Partnership Identifying the partners Creating awareness of the issue of information literacy Avoiding partnership pitfalls ©akb QQML2011 Athens96
Exercise Make groups Who are stakeholder in your institution? Construct an IL program planning team ©akb QQML2011 Athens97
Identifying the partners Determine the partners on the target School Board / Academic senate Faculty engaged with center on teaching and learning Part-time faculty members Academic administrators Department chairs Individual teachers/professors who may be doing work that would benefit from an IL program ©akb QQML2011 Athens98
Creating awareness Support can only come when faculty are aware of what IL is, why it is important, and what problem it is solving Creating awareness in the minds of faculty is not a one- time event Faculty awareness of IL can be raised in the following ways Make a powerful link between critical thinking and IL Talk about IL as a lifelong learning skill Talk about how IL helps students with their current academic endeavors Talk about IL as one of the essential skills of student academic life Provide data about the current level of student IL skills ©akb QQML2011 Athens99
Avoiding partnership pitfalls It is imperative that librarians respect faculty authority over the curriculum IL literacy program should be introduced as an enterprise-wide solution to an enterprise-wide problem IL program should have goals that are agreed on by the faculty and the librarians Avoid giving the message of exclusiveness to faculty Librarians should be mindful of the compactness of the curriculum Do not exhaust the faculty by inundating them with a full array of IL standards When introducing an IL literacy program choose the time wisely Be prepared to define IL ©akb QQML2011 Athens100
Pedagogy Make effective use of instructional pedagogies support diverse approaches to teaching; make effective use of instructional technologies and media resources; foster critical thinking and reflection; support multiple learning styles; support student-centered learning; determine learning outcomes; assess progress against learning outcomes; build the program on students existing knowledge; link information literacy to ongoing coursework and real-life experiences appropriate to program and course level ©akb QQML2011 Athens101
Outreach & promotion Outreach / promotional activities for an IL program are the responsibility of all members of the institution, not simply the librarians Emphasize the importance of IL and communicate a clear message defining and describing the program and its value to targeted audiences; Gauge the method most appropriate to the institution; Timing is crucial for successful promotion. Be well informed and involved with the work of the instution; Provide targeted marketing and publicity to stakeholders; Target a wide variety of groups; Use a variety of outreach channels and media, both formal and informal; Offer IL workshops and programs for faculty and staff ©akb QQML2011 Athens102
Promoting strategies Make contact with key members of the staff Take advantage of available opportunities. Make links, where appropriate, to information literacy when attending meetings Try to integrate an IL session into existing staff training programme Offer to train lecturers in an aspect of IL, e.g. the use of a particular database and its new features, and then use this as a selling point Offer to deliver a session in partnership with an academic, e.g. in a session on plagiarism and referencing Invite staff to IL events Tie-in discussions on IL with other school priorities such as combating plagiarism Prepare a formal paper for the management Bring appropriate sections of official reports by educational and library bodies to the attention of the institutional community ©akb QQML2011 Athens103
Promoting to students When IL sessions are embedded in curricula, students have a strong impetus to attend Otherwise, some well targeted publicity will be needed In order to maximise attendance: Get involved in registration week events and highlight the importance of the IL sessions students will be attending If held in registration week, ensure that the library orientation session is included in the students registration week timetable Advertise training sessions on Blackboard or the School intranet Create a promotional flyer to post in student pigeon holes and on school notice boards Use the orientation session as a promotion opportunity to advertise further events tailored to the particular needs of the student group ©akb QQML2011 Athens104
Evaluation Systematic ongoing process that should gather data regarding the progress of instruction program toward meeting its goals and objectives Influences decisions, guides allocation of resources, helps to decide what to emphasize in the classroom It is not an end in itself; it is a way to get answers to important questions that have to do with educating students effectively Prepare an evaluation plan which addresses multiple measures (needs assessment, participant reaction, learning outcomes, teaching effectiveness, and overall effectiveness of instruction program) Articulate the evaluation criteria in planning documents ©akb QQML2011 Athens105
Evaluation Use multiple methods for assessment/evaluation Address specific learning outcomes Focuse on student performance, knowledge acquisition, and attitude appraisal Assess both process and product Develop assessment instruments Coordinate with faculty to explore and implement performance-based assesment methods Use assessment data in the revision and improvement of the program Periodicaly review the assessment/evaluation methods ©akb QQML2011 Athens106
Characteristics of the learners Keeping the prospective users in mind is essential in the development of instructional programs Characteristics of next generation learners: They were born during the computer age and grew up in a technological world They are a much more technically sophisticated generation than previous generations The visual image is the primary means of communication Multimedia – music, graphics, and video – is the preferred learning and entertainment experience for many of them They have native ability to multitask They can handle the nonlinear approach (they are interactive and experiential, and learning occurs through trial and error) They are computer literate, but are not information literate. ©akb QQML2011 Athens107
Modes of instruction Instruction takes place in many ways, these may include, but are not limited to, providing: Course-integrated instruction Drop-in workshops Handouts and guides (print & electronic) Web based instruction Stand alone courses Credit / non-credit Requested / elective Subject specific instruction Tours Video presentations ©akb QQML2011 Athens108
Identification of modes of instruction The modes selected should be consistent with the content and goals of IL instruction Where appropriate, more than one mode of instruction should be used based on knowledge of the wide variety of learning styles of individuals and groups When possible, instruction should employ active learning strategies and techniques that require learners to develop critical thinking skills in concert with IL skills ©akb QQML2011 Athens109
Team Stakeholders Management institute/school Teachers Librarians ICT staff Students …. Start with small team of sympathetics ©akb QQML2011 Athens110
http://www.ala.org/ala/mgrps/divs/acrl/iss ues/infolit/professactivity/iil/immersion/iqt est.cfm Each team member fills document and calculates score Discussion on outcomes ©akb QQML2011 Athens111
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QQML2011 Athens113 Matrix: IL in subjects Standard Actors Priorities Subject XXXXXX Formuleren vraag ©akb
Strategy Start with small group Start within one subject group Involve management Convince teachers ©akb QQML2011 Athens116
Strategy II 1.Facilitate 2.Seduce 3.Oblige ©akb QQML2011 Athens117
http://lilacconference.com/WP/ ©akb QQML2011 Athens118
Information Literacy (IL) in the Curriculum Feedback and further … Albert K. Boekhorst Universiteit van Amsterdam University of Pretoria
Feedback Did you achieve what you hoped to achieve? ©akb QQML2011 Athens120
©akb QQML2011 Athens121 Further: IFLA Information Literacy Section http://www.ifla.org/VII/s42/index.htm InfoLit: IFLA Information Literacy Section Discussion ListIFLA Information Literacy Section Discussion List
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©akb QQML2011 Athens125 http://www.ala.org/ala/mgrp s/divs/acrl/issues/infolit/inde x.cfm
www.infolit.org ©akb QQML2011 Athens126
http://www.infolitglobal.info/en ©akb QQML2011 Athens127
http://www.anziil.org ©akb QQML2011 Athens128
©akb QQML2011 Athens129 / http://lilacconference.com/WP
Surprise (?) Information Literacy Self-Efficacy Scale Information Literacy Assessment ©akb QQML2011 Athens130
Questions? albertkb@gmailcom albertkb.nl ©akb QQML2011 Athens131
Developing an IL Policy Albert K. Boekhorst. Our plans miscarry because they have no aim. When a man does not know what harbour he is making for, no wind.
Information Literacy: why, what, when, how? Letramento informacional: o quê, porquê, como, quando? Albert K. Boekhorst.
How to Plan and Develop Information Literacy Programmes in Schools Prof. Dr. Serap Kurbanoglu Hacettepe University Department of Information Management.
(M)IL and its kind Albert K. Boekhorst UNESCO/IFAP Moscou 2012.
Access to Information and persons with special needs Albert K. Boekhorst.
Meeting SB 290 District Evaluation Requirements
INACOL National Standards for Quality Online Teaching, Version 2.
Conceptual Framework for the College of Education Created by: Dr. Joe P. Brasher.
This We Believe: Keys to Educating Young Adolescents The position paper of the Association for Middle Level Education.
Goals of Title II, Part D of No Child Left Behind The primary goal of this part of NCLB is to improve student academic achievement through the use of technology.
Assessing student learning from Public Engagement David Owen National Co-ordinating Centre for Public Engagement Funded by the UK Funding Councils, Research.
Kathy Corbiere Service Delivery and Performance Commission
A Commitment to Excellence: SUNY Cortland Update on Strategic Planning.
Using Assessment to Inform Instruction: Small Group Time
EDSS 540: Literacy in Secondary Schools Kelli Burns.
SAR as Formative Assessment By Rev. Bro. Dr. Bancha Saenghiran February 9, 2008.
Leading by Convening: The Power of Authentic Engagement
What is information literacy? Information Literacy - the definition "Information literacy is knowing when and why you need information, where to find.
Curriculum Review origins: The National Debate Support for: – flexibility, breadth and balance – the comprehensive principle Desire to address: –
STANDARDS FOR SCHOOL LEADERS DR. Robert Buchanan Southeast Missouri State University.
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