All things Considered

Jim NottinghamCIO Regent's University LondonChair of UCISA Digital Staff Development Group which includes USG, ASG & SDGMember of the UCISA Executive

What do I know?

The challenge

The views of…UCISA, Gartner, Scounl Educause etcMaking the most of technologyDisruptorsSector changesResponding to changing circumstancesTightening budgetsConvergence

UCISA 2010Overall top twelve (2010)Rank Concern1 Ongoing funding and sustainable resourcing of IT2 Delivering services under severe financial constraint3 Providing a quality, resilient service4 IT Strategy and planning5= Business systems to support the institution5= Organisational change and process improvement7 IT/IS service quality8= Benchmarking, costing and value for money8= Mobile computing, anytime, anywhere computing, home working10= Cloud, managed services and alternative service delivery models10= Use of technology in teaching12 Governance of IT

UCISA 2010

CIO Neo-PirA 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

NEO The Personality Mix: E

NEO The Personality Mix: O

NEO The Personality Mix: A

NEO The Personality Mix: C

AIU London

Off campus accessThe institution in the environmentUCISA Tel SurveyBYODBYOEAccess managementDistance learningPortalsMOOCsLearn anywhere anytime24x7x365 support

Student feedbackNSS scoresConsistency across the institutionTimelinessVfMOwnershipe-submission and e-feedback

New ways of workingEstates strategyLearning & Teaching StrategyMLE, TEL et alCollaborative workingFlexible spacesLibraries & LearningBig DataBoundaries & Complexities

Digital literacy - staffDesireSustainabilityRole of HR policiesInduction‘Patchy’ commitment to TeLTraining PGCertHE PhD’sPerformance reviewReward

Digital literacy - students

Critical evaluationPlagiarisme-safetyECDLUsing new ways of learning?Work Placed & Work Based

DisruptorsFee increasesSuper ConvergenceIncrease in expectationsNational imperativesInternational studentsNew ways of learningREFEfficiencies and modernisationOpen access

AgilityAre you agile enough?Are your suppliers agile enough?Public & Private sector (lessons)OutsourcingInsourcingCost Models (show back & charge back)

Agility in the institution

Blended modelsCollaborationMany to 1, 1 to ManyShared services Internal & ExternalConverged servicesCommercial SystemsRisk Averseness?

Agility from your suppliers

PartnershipsNiche playersInnovators v steady stateBleeding 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 formulaMy way or the highway does not workCollaborate by all means but someone has to make decisionsThe buck stops…somewhereIndividual responsibilities from the VC downwards and back againSense of traction, sense of inertia

A Successful Framework

A Successful Framework

Improved morale

More effective delivery

Empowered staff

Faster problem solving

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.

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

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 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

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

ConclusionsConsider the whole provisionBlended serviceSharing is good but know the boundariesCreative Leadership1 to many, many to 1Use of market leaders and innovators/niche suppliersIt only looks complexLook at the whole sectorBetter utilisation of remote assets

Any Questions?