CW presentation to JISC Advance 26 Nov 10 v0.1

Joint Information Systems Committee
JISC Advance briefing session
26 November 2010
JISC Organisational Support committee /
Organisation and User Technologies innovation team
work portfolio
Craig Wentworth
Director of Organisational and User Innovation
28/01/2015 | Supporting education and research | Slide 1

Joint Information Systems Committee 28/01/2015 | Supporting education and research | Slide 2
Organisation and
User Technologies
 JISC’s Organisation and User Technologies (OUT) team sits within
the Executive’s Innovation Group, under Sarah Porter (Head of
Innovation)
 Responsible for the portfolio overseen by the JISC Organisational
Support (JOS) committee
 Led by Craig Wentworth, (Innovation) Director for Organisation
and User Innovation
 Programme Managers: Rob Bristow, John Chapman, Myles
Danson, Alex Hawker, Lawrie Phipps, Simon Whittemore

JOS Strategic Framework
 JOS’ portfolio delivers to JISC’s second strategic aim:
“helping institutions to improve the efficiency and effectiveness
of their corporate and business systems”
 Primary focus is on ‘soft’ cultural change management issues;
people, skills, and organisational development that helps
institutions
 save money
 go green
 know what the right things to do are, and how to do them
better
 staying ahead of the game

Work areas (1)
 Activities are themed into a layer of five ‘work areas’, grouping
JOS’ core and capital programme activities to exploit synergies for
programme management and evaluation impact assessment
 Provides a means to highlight linkages and nuances which would
have been lost if only grouping activities by their primary JISC
Strategy themes
 Each is led by a programme manager whose programme activities
make up the bulk of the area portfolio, though most also include
some legacy work owned by their colleagues
 Intention is for each ‘work area’ to have some form of (virtual?)
advisory group / consultative forum chaired by at least one JOS
member ‘champion’

Work areas (2)
 Environmental Sustainability (Rob)
 Organisational Capability and Efficiency (Lawrie)
 Institutional Strategy, Agility, and Intelligence (Myles)
 Administrative Computing and Shared Services (Alex / John)
 External Impact (Simon)

Environmental Sustainability (1)
 ICT in UK HE and FE has a large carbon footprint. It is estimated
that there are 1,500,000 computers, 250,000 printers and 240,000
servers in circulation which collectively produce 500,000 tonnes of
CO2 a year and in 2009 cost the sector around £116m in ICT
related electricity bills
 In addition the whole lifecycle of ICT procurement and use
consumes energy and resources both in manufacture and
transportation to end users, and in disposal.

 Key activities under this work area are helping institutions both to
lower their ICT energy costs, and to exploit ICT as an enabler
which facilitates greener practices in other aspects of their
business (such as smarter buildings), thereby reducing their
carbon footprints and developing environmentally sustainable and
socially responsible campuses.

 Greening ICT (Rob) – Helping institutions to reduce ICT energy
costs, and to exploit ICT as an enabler that facilitates greener
practices in other aspects of their business:
 Working with the EAUC to help institutions reduce their own
carbon footprint by increasing understanding of ICT energy
impacts and implementing ICT energy and carbon action plans.
 Investigating approaches to the ownership and responsibility for
energy costs for ICT use within institutions..
 Working with HEFCE’s Centre for Excellence in Sustainable
Development and Procureweb to reduce the upstream burden of
institutional ICT activities through the production of guidance to
inform purchasing decisions around Green ICT and a portal to
facilitate greater uptake of e-procurement practice.

 Greening ICT (Rob) continued:
 Rapid innovation projects solving specific technical problems in
Green ICT.
 A range of small-scale research projects and demonstrators in
a wide range of Green ICT areas in order to delivering
innovations in tools, practices, policies and capabilities to
reduce the environmental impact of ICT; some specifically
focusing on the role of Estates Directors and their teams in
addressing areas of Green ICT concern or in the harnessing of
ICT to address estates concerns.
 Exemplar projects showing where ICT can enable major re-
engineering of the way that institutions do business to move
towards a more sustainable future.

Illustrative benefits map

Organisational Capability
and Efficiency (1)
 Moving beyond a focus simply on ‘institutional business efficiency’,
this work area acknowledges the need to build capacity, improve
strategic alignments, and enhance business efficiencies across
institutions to help them survive and thrive through a challenging
period of change across many of the PESTLE dimensions.
 It reflects JOS’ over-arching commitment to organisational
development as a means by which ICT can be exploited as a
strategic enabler to help institutions transform their business in
whichever direction(s) appropriate to their mission, in order to
improve effectiveness and impact.
 It addresses the ‘soft issues’ that arise from, and the actions
needed to fully exploit, institutions’ investment in technology to
support the management of cultural change, and the change
required to embed practice in support of enhanced missions.

and Efficiency (2)
 Activities under this work area are designed to help institutions
develop the effective organisational capabilities, processes and
configuration which enable them (through increased agility,
flexibility, and the ability to respond to new opportunities) to meet
their business objectives efficiently, effectively and sustainably.
 They are designed to help institutions share and embed new
working practices that reflect the evolving nature of staff roles and
relationships, and the impact of change on the institution and on
the individual

and Efficiency (3)
 Institutional Innovation (Lawrie) - Helping institutions exploit ICT
to improve their effectiveness, efficiency and the quality of their core
business processes. A key element of the activity is the emphasis on
realising the intended benefits and synthesising the learning derived
from these institutional change programmes, thereby helping to
ensure that they are useful, usable and widely used.
 Building Capacity (Lawrie) – Supporting institutions engage in
significant change programmes across their organisation; providing
funding for them to use the outputs from recent JISC programmes
and services to address a series of strategic issues and problems.
 Embedding BCE (Simon) – Helping institutions to integrate BCE
operations within their core functions through process improvement
and internal engagement.

and Efficiency (4)
 Organisational Capacity and Efficiency for BCE (Simon) –
Helping institutions improve the effectiveness and impact of their
BCE activities by building on previous work identifying the
organisational capabilities needed for BCE and the investigation into
potential quality standards.
 Staff Roles, Relationships and Associated Skills (Myles) -
Helping institutions evolve their working practices to accommodate
the adoption of new technologies and technology-enhanced working
practices and embed good practices in staff development by working
through a range of relevant professional bodies and associations.
 Supporting Training, CPD and Staff Exchange for BCE
Practitioners (Simon) – Supporting institutions in making the
process and technological changes (driven by strategic goals) to
sustain efficient, effective BCE.

Institutional Strategy, Agility,
and Intelligence (1)
 This work area broadens JOS’ earlier focus on information
strategies to encompass the role of technology more widely in
enhancing the strategic management of institutions and
transformation of their business.
 Institutions can derive much value from effective management of
their relationships and information / data flows with partners,
students, and other stakeholders. Accurate management of
student data in particular can have a serious impact on business
viability if retention and completion issues go undetected.
 This work area concerns not just the application of ICT for
information management, but also what management information
itself can be harnessed to enhance the quality of institutional
decision making – ie, what are senior managers’ information
needs, and how can they be met?

 Activities will help institutions to exploit the information they
already have, obtain relevant external data in a timely, filtered and
relevant way, manage both (taking account of compliance with
relevant legislation and any wider ‘ethical’ issues in the field of
information governance), and provide as intelligence for business
advantage.
 They are also designed to support the development of both more
technology-aware senior managers, and more business-aware ICT
managers, furthering the alignment of business and technology
goals to the point at which ICT becomes ‘just another facet of the
business environment’ senior management teams contend with
and provision is made to take account of its issues (and manage
its risks) accordingly and with an appropriate level of
understanding.

 Information Management for Senior Managers (Myles) –
Investigating the information requirements of senior managers to
help their decision making processes and developing guidance
around the application of business intelligence tools and techniques
 Relationship Management (Myles / Simon) – Investigating
enterprise-wide approaches to coherently managing the complex
interactions with students at all stages of the student lifecycle – from
prospective students to alumni; and with external business and
community partners or customers; in order to enhance the student
experience and deliver business sustainability.
 Collaborative Tools for BCE (Simon) – Enhancing and
empowering BCE collaboration among practitioners, between
institutions and between institutions and external partners, through
the use of web technologies.

 Strategy, Planning and Implementation (Myles) – Supporting
the strategic management and planning within institutions in the
sector through the development of a Strategic Planning and
Implementation toolkit.
 Technology and Institutional Strategies (Myles) – Working in
partnership with the Leadership Foundation for Higher Education
(LFHE) to help senior managers understand the strategic value of
technology and its relevance to their planning. The production of a
self evaluation framework will enable institutions to assess their
levels of maturity in ICT governance; pilot projects will utilise the
framework and inform its future development.

Administrative Computing
and Shared Services (1)
 The way in which institutions deliver their corporate ICT functions
is changing. Investment in open standards and Service Oriented
Approaches (soa) to systems integration is bringing the
administrative computing marketplace to a state where informed,
‘intelligent’ customers can pick and mix to design end-to-end
solutions that best suit their particular business needs.
 Driven by the demands of these intelligent customers, vendors are
beginning to open up their software suites and disaggregate them
into affordable component parts. This disaggregation affords the
opportunity for niche players to compete on more equal terms and
provide best-of-breed functionality in key areas.
 Institutional customers in this mixed economy are concerned only
that the end-to-end service these components provides does the
job, solves their problems, and just works.

 Activities under this work area are designed to help institutions
improve their business processes, better understand their system
architectures and ICT governance structures, and become better
prepared overall to exploit such new business models for the
delivery of their administrative and other corporate information
functions through a seamlessly integrated and aggregated array of
in-house systems (proprietary and open source) and off-campus
services.

 Enterprise Architectures (Alex) – Helping senior managers
achieve a Flexible Service Delivery environment through business
process change and improved ICT governance.
 e-Framework (Alex) – Support for the e-Framework Partnership for
Education and Research, enabling a number of participating
international agencies to share approaches to a range of similar
challenges and issues and to enable strategic cooperation in pursuit
of more widespread adoption of Service Oriented Approaches (soa).
 Flexible Service Delivery (Alex); including University
Modernisation Fund – Establishing Shared Services in the
Admin Domain (John) – Helping the sector to exploit a mixed
economy, where retained in-house systems integrate with off-
campus services (whether through shared services amongst
institutions, from a trusted single partner, or in ‘the cloud’).

External Impact (1)
 This work area maintains a perspective on institutions’ external
focus (including their impact on the UK’s economy and society,
and consideration of their global position and relationships), as
well as how institutions can grow their business, rather than simply
running their business.

External Impact (2)
 Activities concern institutional knowledge exchange, access to
resources, and support for open innovation paradigms; institutions’
relationships with SMEs and other businesses as both co-
development partners and as employers with a significant stake in
the education of their local workforces, and wider a engagement
agenda with business and social communities in pursuit of public
and civic value.

External Impact (3)
 SME Empowerment and Engagement (Simon) – Helping
institutions engage with SMEs more efficiently and effectively
through the use of technology and enhanced processes.
 Access to Resources (Simon) – Enabling SMEs and other
external organisations and individuals, as well as BCE practitioners,
to engage with institutions and to access and utilise the institutions’
business information knowledge assets and data.
 Open Innovation (Simon) – Widening access to institutional
applied knowledge in-development; opening up institutional ideas
and services for co-development with collaborating external groups.
 BCE Awareness and Education (Simon) – Enhancing the
knowledge and capability in JISC and the wider JISC community in
order to support institutions in their BCE activities.

Dissemination agendas (1)
 Programmes outputs are collated under ‘dissemination agendas’ –
internal comms themes to help group findings and messages from
all JOS programmes (potentially scaling to other committee’s
work) according to themes derived from analysis of institutions
missions and published aspirations
 These ‘agendas’ are not designed to be exposed externally;
they’re a knowledge management tool
 They map onto JISC’s corporate comms themes (and ‘impact
pots’)
 Each is led by a programme manager, with support from
colleagues with an interest in the agenda, who has responsibility
(working with JISC Comms) to develop comms plans on an
agenda basis rather than by individual programme

 X

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