Transcript 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.

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
Disruptors
Sector changes
Responding to changing circumstances
Tightening budgets
Convergence
UCISA 2010
Overall top twelve (2010)
Rank
Concern
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Ongoing funding and sustainable resourcing of IT
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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
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Mobile computing, anytime, anywhere computing, home working
10=
Cloud, managed services and alternative service delivery models
10=
Use of technology in teaching
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Governance of IT
UCISA 2010
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?
NEO The Personality Mix: N
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NEO The Personality Mix: E
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NEO The Personality Mix: O
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NEO The Personality Mix: A
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NEO The Personality Mix: C
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C
AIU London
Off campus access
The institution in the environment
UCISA Tel Survey
BYOD
BYOE
Access management
Distance learning
Portals
MOOCs
Learn anywhere anytime
24x7x365 support
Student feedback
NSS scores
Consistency across the institution
Timeliness
VfM
Ownership
e-submission and e-feedback
New ways of working
Estates strategy
Learning & Teaching Strategy
MLE, TEL et al
Collaborative working
Flexible spaces
Libraries & Learning
Big Data
Boundaries & Complexities
Digital literacy - staff
Desire
Sustainability
Role of HR policies
Induction
‘Patchy’ commitment to TeL
Training PGCertHE PhD’s
Performance review
Reward
Digital literacy - students
Critical evaluation
Plagiarism
e-safety
ECDL
Using new ways of learning?
Work Placed & Work Based
Disruptors
Fee increases
Super Convergence
Increase in expectations
National imperatives
International students
New ways of learning
REF
Efficiencies and modernisation
Open access
Agility
Are you agile enough?
Are your suppliers agile enough?
Public & Private sector (lessons)
Outsourcing
Insourcing
Cost Models (show back & charge back)
Agility in the institution
Blended models
Collaboration
Many to 1, 1 to Many
Shared services Internal & External
Converged services
Commercial Systems
Risk Averseness?
Agility from your suppliers
Partnerships
Niche players
Innovators v steady state
Bleeding edge
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
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)
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
A Successful Framework
A Successful Framework
Empowered
staff
More effective
delivery
Faster problem
solving
Improved
morale
The Office of the CIO
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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.
Methods
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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
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.
Student Support
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Enhance the student experience and support learning and teaching.
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Develop effective Management Information.
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Provide effective and efficient corporate systems for all staff.
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Provide a stable, secure, resilient and effective university-wide IT infrastructure.
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Be pro-active in collaborations with faculties and support departments
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Add value and reduce costs
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Manage & Lead
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Constantly review ways of delivering improved sustainability of systems
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Work closely with all major suppliers to create partnerships.
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Be the strategic and operational ICT lead for the University
The PS v PS
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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
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
Any Questions?