"Opinion Piece" was introduced in 2004. Each month an industry specialist was invited to share their view on that month's Community theme. In this Opinion Piece, Nancye Stanelis asks:

• Can you manage something as dynamic and diverse as flexible learning?
• How can we provide management structures and strategies that sustain flexible attitudes on the part of staff?
• How can we share the knowledge that is the basis of innovative creative flexible teaching and learning?

Some organisations have tried to capture tacit knowledge through the use of knowledge management applications – but to my way of thinking it is the interaction between information and a creative individual that leads to innovation.  Flexible learning requires an innovative attitude on the part of staff – one that is always trying to improve upon what happened last time, to use new technology or different methods to match the learners needs to the desired outcomes. Consequently sustainability is not achieved by ‘dead’ information but rather by ensuring that the knowledge is shared by many individuals, is refreshed and enhanced by the interchange and becomes part of the organisational culture and accepted practice.  Knowledge workers engage in collaborative conversations, sharing information and building new knowledge through their interactions. 

One of the critical elements of managing flexible learning is to create opportunities for such conversations. 

There is no doubt that leadership is required to formulate the vision of what we want to achieve, to motivate staff to participate and to develop the planning processes to put the plans and vision into actions.  To achieve the vision also requires significant management including providing opportunities for developing the skills of staff.  We are fortunate to have many very capable educators among our staff including experts who are widely known and respected in industry but we need to make sure that we continue to stay in the forefront by funding professional development and opportunities to share what is happening across the organisation.  Regular times for educational staff, managers and administrative staff to share ideas, to present the outcomes of projects or to discuss topics of common interest can be created through academic forums, management workshops or administration systems networks.  A series of key strategic committees matched to the organisations strategic goals will ensure there is a strong outflow of information and many opportunities for people to contribute as well as a structure for planning, implementation and review.

Active support by senior managers clearly leads to greater commitment and achievement by staff and this is demonstrated by such things as attendance at key events, participation in strategic committees, support for individuals and teams who are submitting plans for funding, promotion of projects and outcomes and the provision of additional resources whether cash or in kind to support innovative flexible learning practices.

One of the earliest programs that was undertaken at Torrens Valley TAFE was a total management team LearnScope for Managers program.  Previous management planning had largely focused on strategic planning for the Institute but in this program we explored innovative learning delivery systems and the use of new technologies – with the aim of determining “What does a Manager need to know?” in order to support flexible learning within their team or program.  Using discussion forums, undertaking an online learning experience, learning about web design, taking part in online conferences and using video-conferencing to talk to the inaugural ANTA Flexible Learning Fellows helped us all to understand what online learning was like for our staff and students and its potential as well as some of the difficulties.

A Change Management project in 2002 was a major step forward as well as an opportunity to confirm that our planning processes and directions were in line with that of other high performing VET organisations.  It was also a chance to devote some time and effort to including staff in our management structure, to initiating a range of projects to advance the plans we had made over the previous twelve months and for accelerating the uptake of several key ideas including

• Establishing a range of projects in RPL and developing a computer based tool for managing the process, from student self assessment to lecturer validation.
  
• Developing a computer strategy for sharing of information across five retail oriented courses on three campuses.
  
• Supporting assessment of key competencies across a range of programs.
  
• Establishing partnerships with major teaching hospitals to develop joint laboratory facilities for hematology and gastroenterology which can provide for student placements as well as professional development of hospital staff.
  
• Establishing e-business courses across a range of programs.
  
• Initiating a customer service strategy to better integrate a number of our corporate teams.

To sustain our leadership of flexible learning we encouraged staff to become involved with industry organized events and networks.  In 2002, for example, I took part in a state sponsored Strategic Partnering Program.  This initiative brought together people from Industry clusters (Arts, Health & Aging, Water, Sustainability, Environment, Defence, Manufacturing) with University, Government and TAFE in a series of workshops designed to enhance our ability to work in partnerships, to better understand the ways in which international relationships for business could be developed and to galvanise talent.  Each participant was a senior manager and everyone who was there was committed to partnerships for growth and development.

A second manager has since undertaken the same program and this has enabled us to build significant relationships and to win major projects.  Two other staff members have taken part in the Governor’s Leadership Program – a twelve month program designed to develop future public service leaders through a series of developmental workshops, presentations and project based activities. 

This managed approach has enabled us to respond creatively to opportunities as exemplified by the invitation to tender for one of the ANTA eco-system demonstration projects and in the gaining of the International Centre for Excellence in WATER – a three year program funded by DEST. 

We all need to develop ways of sharing good practice across the system and our organisations.  It is relatively easy in small organisations but as we grow the opportunity for face to face conversations becomes limited.  Computer web sites, intranets and communities of practice can help but F2F forums and opportunities to share and celebrate are what help us to manage flexible innovative workplaces.  Using online forums and communities of practice are also valuable ways to share ideas, exchange views and build our capability.

Nancye Stanelis is currently the Director of Douglas Mawson Institute of TAFE in South Australia. She was previously Assistant Director, Educational Development at Torrens Valley TAFE the 2003 ANTA Large Training Provider of the Year.  Established in the early 90s as an experiment in training reform, the Institute has a strong culture of innovation, a commitment to customer service and a strong team based organisational structure.  Nancye has previously been a school teacher, university lecturer and librarian and has always had a strong interest in educational innovation.  Working in TAFE provides Nancye with opportunities to work on projects with industry as well as individual students and to support staff in developing creative programs.