LAN cafes: cafes, places of gathering or sites of informal teaching and learning?

Despite the interest of sociologists and educational researchers in Internet café as sites for new cultural and social formations and informal learning, thus far little attention has been paid to the function of café owners, managers and other staff in the mediation and co-construction of those spaces. Drawing from interviews with managers of commercial Internet café in Australia specialising in LAN (Local Area Network) gaming, this article seeks to examine their role and their attitudes more closely; in particular with regard to school-aged users of their facilities. We contend that LAN café are liminal spaces situated at the margins of Australian culture and located at the junctions between home, school and the street, online and offline spaces, work and play. The roles of LAN café managers are similarly ambiguous: in many ways they can be regarded as informal teachers facilitating the process of informal learning.

Just do it? Branding, fashion and globalisation. A teaching and learning unit in global citizenship for the middle years

Presents to teaching guide on global citizenship for the middle years in Australian schools. Position of young people in consumerism; Impact of advertising on young consumers; Attitudes of students toward global branding.

Having fun outside : teaching and learning science through the environment

Examines how some Victorian Schools have incorporated both science and environmental education into their programs through the Science in Schools Research Project. Development of environmental science education in two primary schools; Conceptualizations of science teaching and learning in schools.

Researching effective teaching and learning in science : The science in schools research project

In 2000 a consortium headed by Deakin University was funded by the Victorian Department of Education, Employment and Training to develop a model of effective teaching and learning for science in schools from P-10. Initially working with 27 study schools, the Project has continued in 2001 with 126 participating schools. This paper will discuss the model for school and classroom change that we have been developing, with a particular focus on the change strategies being used by the research team and in the participating schools. Central to the model has been the appointment in each school of a SiS (Science in Schools) coordinator with time release and additional funding for resources. The Coordinator has used strategies including mapping each participating teacher against the eight components of effective teaching and learning (the SiS components); student preferences surveying; auditing of curriculum, resources and school policy; and team planning of priorities, actions, implementation and monitoring strategies. The emphasis has been on school ownership of the change process and the school leadership has been identified as central to its success. As well as focusing on actions in schools the paper will also discuss the research process from the research team's perspective.

Requirements for online teaching and learning at Deakin University : a case study

The dynamics of teaching and learning in higher education are being affected by a combination of educational, social, political and economic factors, and one of the most important changes is the extent to which Learning Management Systems (LMS) are forming the basis for online teaching and learning environments. Deakin University has just completed an extensive evaluation of learning management systems (LMS) to select an enterprise level online teaching and learning system. One of the important aspects of this process is that unlike other evaluations which focused on systems comparison, this evaluation was user-centred, taking into account teaching and learning needs to determine the LMS that would best align with those needs. This paper examines the methods and results of this collection of staff and student needs in online teaching and learning.

So what do customer value propositions and strategic planning have to do with teaching and learning?

Within most universities there are central areas that assist with teaching and learning and, in the case of universities offering programs through distance education or flexible learning, there are also units that develop and or manufacture course material. As budget constraints squeeze universities and, with a plethora of choices in online and integrated learning, the usefulness of centralised learning resource units can be called into question. To ensure these units remain vital and can justify their budgets to their parent organisations they need to demonstrate delivery of customer value. What do faculty staff value from a central unit? What irritates students about their course materials? What are the most important services from the point of view of a head of school? This paper outlines the process followed by Learning Services at Deakin University to discover its customers’ value model. Customer value propositions and the removal of what irritates the customer are then used to drive strategic planning, service offerings and continuous process improvement.