All things Considered

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24 Νοε 2013 (πριν από 3 χρόνια και 7 μήνες)

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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


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



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?


0
20
40
60
80
100
120
140
160
180
N
001
002
003
004
005
006
007
008
009
010
011
012
013
014
015
016
017
018
019
020
021
022
023
024
025
026
027
028
NEO The Personality Mix: N

NEO The Personality Mix: E

0
20
40
60
80
100
120
140
160
180
E
001
002
003
004
005
006
007
008
009
010
011
012
013
014
015
016
017
018
019
020
021
022
023
024
025
026
027
028
NEO The Personality Mix: O

0
20
40
60
80
100
120
140
160
180
O
001
002
003
004
005
006
007
008
009
010
011
012
013
014
015
016
017
018
019
020
021
022
023
024
025
026
027
028
NEO The Personality Mix: A

0
20
40
60
80
100
120
140
160
180
A
001
002
003
004
005
006
007
008
009
010
011
012
013
014
015
016
017
018
019
020
021
022
023
024
025
026
027
028
NEO The Personality Mix: C

0
20
40
60
80
100
120
140
160
180
C
001
002
003
004
005
006
007
008
009
010
011
012
013
014
015
016
017
018
019
020
021
022
023
024
025
026
027
028
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

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





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?