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All things Considered

All things Considered. Jim Nottingham CIO Regent's University London Chair of UCISA Digital Staff Development Group which includes USG, ASG & SDG Member of the UCISA Executive. What do I know?. The challenge. The views of…UCISA, Gartner, Scounl Educause etc Making the most of technology

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All things Considered

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  1. All things Considered Jim Nottingham CIO Regent's University London Chair of UCISA Digital Staff Development Group which includes USG, ASG & SDG Member of the UCISA Executive

  2. What do I know?

  3. The challenge • The views of…UCISA, Gartner, Scounl Educause etc • Making the most of technology • Disruptors • Sector changes • Responding to changing circumstances • Tightening budgets • Convergence

  4. UCISA 2010 Overall top twelve (2010) RankConcern 1 Ongoing funding and sustainable resourcing of IT 2 Delivering services under severe financial constraint 3 Providing a quality, resilient service 4 IT Strategy and planning 5= Business systems to support the institution 5= Organisational change and process improvement 7 IT/IS service quality 8= Benchmarking, costing and value for money 8= Mobile computing, anytime, anywhere computing, home working 10= Cloud, managed services and alternative service delivery models 10= Use of technology in teaching 12 Governance of IT

  5. UCISA 2010

  6. CIO Neo-Pir • A general personality questionnaire measuring personality attributes based on five basic, underlying factors: • Neuroticism: How much pressure do you feel and how resilient are you? • Extraversion: More extroverted or introverted? • Openness: How open to new experiences of various kinds? • Agreeableness: How easy to get on with? • Conscientiousness: How diligent are you?

  7. NEO The Personality Mix: N

  8. NEO The Personality Mix: E

  9. NEO The Personality Mix: O

  10. NEO The Personality Mix: A

  11. NEO The Personality Mix: C

  12. AIU London

  13. Off campus access • The institution in the environment • UCISA Tel Survey • BYOD • BYOE • Access management • Distance learning • Portals • MOOCs • Learn anywhere anytime • 24x7x365 support

  14. Student feedback • NSS scores • Consistency across the institution • Timeliness • VfM • Ownership • e-submission and e-feedback

  15. New ways of working • Estates strategy • Learning & Teaching Strategy • MLE, TEL et al • Collaborative working • Flexible spaces • Libraries & Learning • Big Data • Boundaries & Complexities

  16. Digital literacy - staff • Desire • Sustainability • Role of HR policies • Induction • ‘Patchy’ commitment to TeL • Training PGCertHE PhD’s • Performance review • Reward

  17. Digital literacy - students • Critical evaluation • Plagiarism • e-safety • ECDL • Using new ways of learning? • Work Placed & Work Based

  18. Disruptors • Fee increases • Super Convergence • Increase in expectations • National imperatives • International students • New ways of learning • REF • Efficiencies and modernisation • Open access

  19. Agility • Are you agile enough? • Are your suppliers agile enough? • Public & Private sector (lessons) • Outsourcing • Insourcing • Cost Models (show back & charge back)

  20. Agility in the institution • Blended models • Collaboration • Many to 1, 1 to Many • Shared services Internal & External • Converged services • Commercial Systems • Risk Averseness?

  21. Agility from your suppliers • Partnerships • Niche players • Innovators v steady state • Bleeding edge

  22. Scene setting- a Journey • The switch to a consumer based service • The necessity of ICT to support HE • The past weighing heavily on the present • Change can be a constant state • The need to generate positives & quick wins

  23. Communities of Practice Communities of practice are formed by people who engage in a process of collective learning in a shared domain of human endeavor: a tribe learning to survive, a band of artists seeking new forms of expression, a group of engineers working on similar problems, a clique of pupils defining their identity in the school, a network of surgeons exploring novel techniques, a gathering of first-time managers helping each other cope. In a nutshell: Communities of practice are groups of people who share a concern or a passion for something they do and learn how to do it better as they interact regularly. (Wenger 2007)

  24. A Successful Framework • There is no Magic formula • My way or the highway does not work • Collaborate by all means but someone has to make decisions • The buck stops…somewhere • Individual responsibilities from the VC downwards and back again • Sense of traction, sense of inertia

  25. A Successful Framework

  26. Empowered staff More effective delivery Faster problem solving Improved morale A Successful Framework

  27. The Office of the CIO The Office of the CIO will have full responsibility for the support and maintenance of all Corporate Systems, Enterprise Systems and Learning Resource infrastructure within Regent’s College London. The Office of the CIO will have full responsibility for the intranet and will provide support and guidance for Marketing and External Relations in terms of the external facing website. The Office of the CIO will have full responsibility for all policies and procedures that involve any aspect of the digital enterprise and its interdependencies. The Office of the CIO will have oversight and approval of any hardware or software purchases made using funds. The Office of the CIO reserves the right to refuse certain software’s and hardware to be used on corporate and enterprise systems.

  28. Methods • Governance • Talk to consumers • Strategic Development • Budgets • Establish clear boundaries • Be prepared for difficult times • The big problems • Who does what and where • Sacred cows • Don’t use technology as the cure-all • Total Cost of Ownership • Focus on outcomes

  29. Pedagogy • ‘I take pedagogy to mean the method of teaching in the widest sense, that is, it extends beyond only the role of lecturer or teacher.’ Higher Education Pedagogies P13/12 M. Walker 2006 • Laurillards's position that there is a need to innovate in Higher Education using a more ‘education-driven’ approach to technology (2008). ) Laurillard, Diana (2008) ‘Technology Enhanced Learning as a Tool for Pedagogical Innovation’, Journal of Philosophy of Education, 42 (3-4): 521-533.

  30. Student Support • Enhance the student experience and support learning and teaching. • Develop effective Management Information. • Provide effective and efficient corporate systems for all staff. • Provide a stable, secure, resilient and effective university-wide IT infrastructure. • Be pro-active in collaborations with faculties and support departments • Add value and reduce costs • Manage & Lead • Constantly review ways of delivering improved sustainability of systems • Work closely with all major suppliers to create partnerships. • Be the strategic and operational ICT lead for the University

  31. The PS v PS Income is rising No student number cap Low staff student ratios High levels of employability The speed that you can work Different laws & processes apply The agility to match the pace of change Being more able to plan effectively Our students are our livelihood A mixture of the corporate & academic A difficult balancing act

  32. Conclusions • Consider the whole provision • Blended service • Sharing is good but know the boundaries • Creative Leadership • 1 to many, many to 1 • Use of market leaders and innovators/niche suppliers • It only looks complex • Look at the whole sector • Better utilisation of remote assets

  33. Any Questions?

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