In 2007 Victoria University (VU) embarked on a major repositioning which aimed to put students‘ needs at the
centre of all its activity, and had a focus on student employab
ility. The University implemented 5 commitments,
one of which was the integration of Learning in the Workplace and Community (LiWC)
–
VU‘s term for work
-
integrated learning
–
into all VU courses. The intention is for LiWC to be embedded within courses and
appropriately developed throughout a course. The result is that implementing LiWC at VU is a major project not
only in terms of curriculum design, but also one of organisational change.
This paper will consider VU as a case study for implementing an insti
tution
-
wide work
-
integrated learning,
providing an overview of the program and offering insights into the complexity of implementing a large
-
scale
organisational change program. It will outline the implementation of an institution
-
wide LiWC project, and
co
nsider the issues and challenges of such a major organisational change project.
The paper will look back and consider the lessons learned from institution
-
wide implementation of LiWC
including the importance of key pedagogical and curriculum strategies, s
taff capability and the significance of an
institutional framework that drives the project. The paper will also outline the key challenges that remain to be
addressed as an institution, including the evaluation of the LiWC program across the university.
While the institution
-
wide implementation of LiWC at VU is an ongoing process, it is one that has major
implications for VU. The process of reflecting on the challenges of organisational change and progress made will
help inform future planning. The key ch
allenges and lessons learnt from implementing institution
-
wide LiWC at
VU will be valuable for those looking to implement work
-
integrated learning broadly in their institutions.