ePMatrix rev0.1
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Vision and strategic planning
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Not yet startedEarly stages / awarenessDeveloping / commitmentEstablishedEmbedded / advanced
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Clarity of visionNo awareness of the potential of ePortfolios to support and transform learningA limited number of junior and senior staff have an understanding of the benefits of ePortfolioSenior staff is encouraging and promoting ePortfolio projects and initiativesSenior staff share a clear and detailed vision of how ePortfolio will develop in the next few years and how it relates to the organisation's overall mission and aimsSenior staff share a clear and detailed vision of how ePortfolio will transform learning and ther curriculum
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Sharing the visionNo communication of the vision to staff or learners has taken placeVision is shared within limited circles and not communicated to the rest of the organisationVision is shared across the organisation mainly through top-down approachVision is shared across the organisation top-down and bottom-upVision is shared with partners, clients and other external stakeholders
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From vision to strategyThere is no ePortfolio strategyElements of an ePortfolio strategy are emerging through individual initiativesThere is comprehensive and clear cross-referencing between the ePortfolio strategy and the organisation's other strategic plans.The vision for the development of ePortfolio is embedded in all strategy documents, and clearly contributes to the organisation's overall vision and goals. Staff and learners across the organisation actively contribute to the process of implementing, reviewing and developing the ePortfolio strategy.The organisational ePortfolio strategy is integrated within a larger strategy at regional, national or sectoral levels, with partners, clients, contractors and the community at large
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Strategic managementThere is no strategic management of ePortfolio initiativesManagement of ePortfolio takes place only at a localised, team or departmental level.There are some links between different departments, teams and curriculum areas in terms of the management of ePortfolio.There is a strategic approach to the management of ePortfolio across the whole organisation. There is strong leadership from the top and appropriate delegation of operational managers.The management of ePortfolio takes place within local, regional , sectoral and national strategic frameworks
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From strategy to implementationThere is no ePortfolio implementationImplementation of ePortfolio initiatives is left into the hands of individual innovatorsImplementation is supported by the institution through the provision of dedicated resources (funds, people, etc.)Implementation is supervised by senior staff and dedicated resources are allocated.Implementation takes into account interoperability constraints with external information systems (education, employment, etc.)
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Action planePortfolios are not integrated in an action planElements of an action plan are emerging through individual initiativesAn ePortfolio action plan has been published providing recommendations on ePortfolio tools, systems, procedures etc.The ePortfolio action plan is integrated with other action plans and is regularly revised to take into account the lessons learned from experienceThe action plan takes into account the experience beyond the boundaries of the organisation
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From implementation to adoptionThere is no ePortfolio adoptionePortfolios are adopted by a limited number of staff and learnersePortfolios are adopted by a significant number of staff, learners and departmentsEverybody within the organisation has an eportfolio or contribute to a community ePortfolio (e.g. community of practice)Adoption of ePortfolio goes beyond the boundary of the organisation.
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From adoption to innovationePortfolio adoption does not change current practiceePortfolio adoption has a limited impact on current practice due to institutional resistanceePortfolio adoption has a measurable impact on current practice (e.g. self-directed learning, assessment, etc.)ePortfolio adoption is transforming practice, processes and the organisation itselfePortfolio adoption by the organisation is used as a reference by organisations to inform their vision and strategy
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LeadershipThe organisation is not aware whether it has ePortfolio leaders or championsePortfolio leaders and champions are emerging but not recognised by the institution (they might be recognised beyond the institution)ePortfolio leaders and champions are in a position to influence policy decisions in the organisationePortfolio leaders and champions are encouraged and supported by the institutionThe organisation is recognised as an ePortfolio leader by external organisations and stakeholders
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CommitmentThere is not commitment to ePortfolioCommitment to ePortfolio is limited to a small number of innovatorsCommitment to ePortfolio ranges from innovators, learners, junior and senior staffThe organisation's staff is fully engaged with ePortfolio on a regular basis within their area of workThe organisation's staff is fully engaged with ePortfolio on a regular basis within their area of work with stakeholders beyond the boundaries of the organisation (e.g. communities of practice)
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Monitoring and reviewingNo monitoring or reviewing ePortfolio activity has taken place.ePortfolio strategy is rarely monitored, reviewed or evaluated in any detail.Some aspects of the strategy and action plan are monitored and reviewed, but this is not done in a systematic way. There is no reference to other organisational strategies, and not all stakeholders are involved.The ePortfolio strategy is regularly monitored, reviewed and evaluated in the context of the organisation's other policies, in line with the organisation's vision and goals and involving all stakeholders.The organisation has a well-established, successful and rigorous framework for monitoring and reviewing all its strategies and policies, and the monitoring and reviewing of ePortfolio occurs within this framework and takes into account local, regional, sectoral and national priorities.
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ImpactePortfolio have no visible impactePortfolio practice has locally a limited impact on the organisation, practice, etc.ePortfolio practice has global but limited impact on the organisationePortfolio practice has global impact on the organisation, changing the organisational cultureePortfolio practice has an impact on society at large
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Re-engineering individual and organisational learningIndividual and organisational learning are treated as independent silosThere is an awareness of the need to link individual and organisational learning, using ICT to share tacit knowledgeBridges are established across different information systems to facilitate the construction and exchange of tacit knowledge and its transformation into explicit knowledgeePortfolio systems (individual, community, organisational) are fully integrated in the information system supporting individual and organisational learning.Aggregation of knowledge beyond the boundaries of the organisation at the local, regional and/or branch level is supported and encouraged
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PartnershipsNo partnership has been identifiedA number of potential partners have been identified experts, consultancy, etc.Partnerships have been established to support the development of an ePortfolio strategy, action plan and implementationThere is a culture of active, collaborative working and of sharing resources and expertise with other organisations exploiting ePortfoliosThe organisation is actively involved in a number of partnerships with local, regional, national and international partners
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