Introduction
Ian Robertson is the Manager of Educational Product Services at
Box Hill Institute of TAFE, Victoria. His 2002 Flexible Learning Project involved
developing a flexible learning and change management plan for Box Hill.

This article summarises the outcomes of Ian's project. You can access the full report by
selecting the link at the top of this article. To find out what Ian is currently doing,
select the link at the bottom of this article entitled - 'Ian's 2003 Update'.

Professional Development Goals
• To develop a flexible learning plan for Box Hill Institute of TAFE
• To develop a complementary change management plan that
- is comprehensive and sustainable
- is consistent with BHI’s culture and existing planning framework
- supports the growth of flexible learning

Strategies
• Review of existing literature on flexible learning and change management: FLL
reports, complementary literature and web sites
• Attendance at seminars and conferences
• Interviews with key informants and focus groups with stakeholders

Outcomes
• A wide range of plans and projects have been evaluated
• Recommendations for a flexible learning plan have been referred to the Box Hill
Institute Board of Studies for consideration
• Basis for a more detailed flexible learning plan has been laid

Summary of learning
Concept of flexible learning:
• Perspectives to be considered in implementing flexible learning at BHI are:
- Optimizing access for learners
- Teaching strategies that accommodate a range of learning styles/preferences
- Flexible and sustainable business processes

• Flexible learning incorporates the use of online technology, but should not be
interpreted to mean ‘online learning’

Literature review showed:
• Organisational change requires a whole of organization approach,
• A range of perspectives must be considered in a change management strategy:
- teaching
- professional development
- resource development
- support structures
- ICT infrastructure
- quality systems
- business processes

Seminars and conferences:
• Highlighted the importance of human elements (values, beliefs, commitment, management)
• Highlighted the importance of technological elements (access, learning objects, knowledge
management systems etc)

Interviews & focus groups identified:
• Excellence in flexible learning (see report)
• Goals for change management (see report)
• Strategies critical in change management (see report)

Implications for BHI
A comprehensive and sustainable change management plan:
• Requires the sponsorship and support of senior management
• Should take the whole of organization approach integrating with the existing
planning framework
• Incorporates a communication plan that is simple and compelling
• Should consider the values and beliefs that underpin organisational
and personal practice
• Incorporates but does not focus on IT issues
• Accommodates educational and business process considerations

The future
By the end of 2003 BHI will:
• Adopt a vision for flexible learning that is supported by senior management
• Communicate a clear vision for flexible learning to students, staff, industry and
the community
• Include explicit objectives, KPIs and strategies for flexible learning in 2004 BHI
planning documents
• Have implemented a student management system based on criteria (see report)
• Enable students at BHI to rate teachers, teaching, assessment, library services
• Enable students at BHI to have access to
- a range of learning options
- a range of induction and counselling opportunities, learning resources and
recreational activities
- programs meeting set criteria, and a range of learning modes
- technology that support 24/7 access to learning opportunities that are accessible and
up to date
- safe and pleasant facilities (including recreational and computer)

Ian's 2003 Update
http://www.flexiblelearning.net.au/leaders/fl_leaders/fll02/updates/update_robertson.pdf