Jisc's international strategy
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Dr Esther Wilkinson looks at how we can help
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Jisc's international strategy
- 1. Jisc’s international strategy Dr EstherWilkinson, Head of international strategy
- 2. Jisc strategy (2016/17) We will do this in five key ways: » Focus our products on the areas that make the most difference and offer solutions tailored to the unique challenges of the education and research sectors by: › Building on our strong reputation in Higher education (HE), especially with senior leadership teams, by adding indispensable value › Becoming a recognised and valued partner to Further education (FE) through our world- class infrastructure and our expertise in technology-assisted learning › Strengthening our position as a partner and key enabler of UK research through our network, research infrastructure, curation and discovery › Growing our offering internationally to further benefit our members
- 3. Jisc’s International strategy ‘By 2019 we will have enhanced the globalisation of the UK higher education, further education and skills sector through digital support and transformation, makingJisc the internationally recognised preeminent sector agency and exporting our valued support services to sectors overseas’ International strategy 2016 - 19 28/04/2017 Jisc's international strategy
- 4. Jisc’s International strategy » Mirroring a shift in the sector, led by HE » Integration, rationalisation and prioritisation of current Jisc international portfolio » Identification of international income generating opportunities » Developing the Jisc brand and reputation internationally Why? » Enabling our sector/members to work internationally » Selling Jisc abroad » Advocacy and collaboration, representing Jisc and our services internationally How? 28/04/2017 Jisc's international strategy
- 5. Strategic objectives Strategic priorities Priority one Support members globally, to ensure the UK is the best place in the world to deliver international education and research Priority two As a world leading agency, utilise our products, skills and expertise to generate incometoreturnto theUKsectorandmembers Priority three Maintain and develop our leadership position and integral part of the international research and education community Sustainability and business development Key objectives » Lead opportunities to understand and support our diverse members’ international needs, now and in thefuture, includingplanningand resilience for Brexit » Continue to develop and deliver Jisc’s transnational education support programme » Enable and facilitate global interoperability and shared services, openness and access balanced with security, reliability and speed » Adapt our current service portfolio in specific target areas such as Sherpa and open access, transnational education support and negotiation services » Develop new services for global customers such as trust and identity, and 24/7 managed support » Enhanced relationships with UK sector bodies with an international prospect » Build collaborations with respective organisations in priority countries such as USA, Europe and Australia » Increase engagement with global and transnational organisations and networks such as the Global REN CEO Forum Data, impact, value and efficiency Marketing and communications Key performance indicators
- 6. Strategic priority 1 Understand and support our member’s immediate and longer term needs for internationalisation, develop new products and work in partnership as appropriate with business, national governments and education providers. Create an environment for the success of our members by developing expertise, knowledge and best practice and identifying and creating opportunities, in addition to the most globally relevant services. SP1: Support members globally to ensure the UK is the best place in the world to deliver international education and research 28/04/2017 Jisc's international strategy
- 7. Strategic priority 2 Export our strengths in expertise and our service portfolio to meet the demands of overseas markets, exploit our brand, reputation and uniqueness whilst exploring new business models for future sustainability. SP2: As a world leading agency, utilise our products, skills and expertise to generate income to return to the UK sector and members 28/04/2017 Jisc's international strategy
- 8. Strategic priority 3 Drive international awareness and understanding of the quality, breadth and scope of Jisc’s distinctive offer in supporting its members internationally, and promote Jisc’s brand and visibility with global stakeholders. Build on our current standing, develop reciprocal and influential partnerships with peer organisations, funders, national governments, research organisations, multinational organisations, charities, standards bodies, library consortia and those delivering research and education to shape digital support for international education.We will do this in two ways, exploratory work with partners and identification of specific projects. SP3: Maintain and develop our leadership position and integral part of the international research and education community 28/04/2017 Jisc's international strategy
- 9. Exemplars Activities (March 2014-current) » Focussed on infrastructure to supportTNE, extending the ‘range’ of the Janet network (connectivity based) » Carried out survey of all UK HEIs (both international and IT staff) » Developed two services forTNE needs through five pilot projects: › Consultancy › Brokerage Transnational education (TNE) support programme 28/04/2017 Jisc's international strategy
- 10. Exemplars » Developed a sustainable business model for continuingTNE support » Income generating » Expected to move to BAU in November 2016 » Identified new areas for development › Countries, services (inc. licensing), customers Transnational education (TNE) support programme 28/04/2017 Jisc's international strategy
- 11. Questions »What should Jisc’s role be in supporting you internationally? »What are your main overseas activities, eg teaching, research, partnerships? »Which are the areas of the world you are engaging with, and why? »What are your/your institution’s international concerns/challenges? »Who at your institution should Jisc be engaging with, and how? 28/04/2017 Jisc's international strategy
- 12. Panel debate PanelChair: James-Earl Fraser, Senior account manager, Jisc Paul Gallagher, Interim assistant director of applications, IT services, Queen Mary University of London Martin Hall, Emeritus professor and senior scholar-in-residence, University of CapeTown JillTaylor-Roe, Deputy university librarian, Newcastle University 28/04/2017 Jisc's international strategy
- 13. jisc.ac.uk Dr Esther Wilkinson Head of international Esther.wilkinson@jisc.ac.uk T: +44 (0)7960006769 S: eewilkinson1 28/04/2017 Jisc's international strategy
Notes de l'éditeur
- Apologise in advance text heavy Work in progress, want to be as informative as possible
- Not agree under ‘products’ only – we are working to revise this in the next iteration of the Jisc Strategy (Objective 6) FE & skills strategy – Paul McKean HE & student experience – Sarah Davies International Strategy – Esther Wilkinson Research Strategy – Linda Naughton Cross cutting international Me in different place
- As I said before we have undergone a great deal of internal change over the last few years. We are now turning our focus to working internationally, predominantly to support our members needs, but also to work and collaborate with our international peers. Basically we want to do what Jisc does best, globally Last few years Jisc has been restructuring. As part of developing our structure Jisc has put in place four cross cutting sector strategies – fe and skills, teaching and learning (HE), research and international In international – it is our belief that we’ve lost a certain element of international presence, vision and visibility. This is what we are addressing. International strategy is very much in draft – work in progress – but this is the vision 4 areas Advocacy, visibility and rebuilding relationships – key partners US and China Delivering what we do in the uk for our members overseas to support their global activities Delivering new products and services to support international education Future proofing! New technologies Additional background notes – no need to talk through Why are the sector doing this? UK government targets Income generation (see TNE slide and MH notes) Phil comments – visa restrictions relaxed? Flux in political situation and changing global economy Brexit levels out the playing field – my initial concern too Eurocentric – silver lining Why should Jisc engage internationally (many reasons, these are my priority order!; can look at this from different perspectives) To meet our customer’s needs – our customers work internationally and require our support and services – mirroring the shift in the sector(led by HE). The sector we serve is international. Customer led approach. Competing and operating in a global workplace As a strategic leader – with the authority to negotiate and influence (e.g. with funding bodies) – to maintain a leadership position globally To enhance Jisc’s brand and reputation internationally, capitalise on our uniqueness To access expertise and advice – we can learn from others To showcase Jisc’s, and the UK’s specialists, expertise and advice To participate in, enable and support partnership and collaboration, who we choose to work with To develop leading edge technological solutions and engage in projects, addressing new and emerging challenges and opportunities (including sharing costs and risks) To gain knowledge and competitive advantage – being ahead of the curve To access funding opportunities, identification of international income generating opportunities for example European commission funding To benchmark ourselves and ideas with international comparators (as Jisc is unique in the UK) – we can learn from others To develop and extend our Janet network and its authentication, extend our infrastructure To integrate, rationalise and prioritise our current Jisc international portfolio To develop a new suite of Jisc services for international markets, visible and coherent offer
- As I said before we have undergone a great deal of internal change over the last few years. We are now turning our focus to working internationally, predominantly to support our members needs, but also to work and collaborate with our international peers. Basically we want to do what Jisc does best, globally Last few years Jisc has been restructuring. As part of developing our structure Jisc has put in place four cross cutting sector strategies – fe and skills, teaching and learning (HE), research and international In international – it is our belief that we’ve lost a certain element of international presence, vision and visibility. This is what we are addressing. International strategy is very much in draft – work in progress – but this is the vision 4 areas Advocacy, visibility and rebuilding relationships – key partners US and China Delivering what we do in the uk for our members overseas to support their global activities Delivering new products and services to support international education Future proofing! New technologies Additional background notes – no need to talk through Why are the sector doing this? UK government targets Income generation (see TNE slide and MH notes) Phil comments – visa restrictions relaxed? Flux in political situation and changing global economy Brexit levels out the playing field – my initial concern too Eurocentric – silver lining Why should Jisc engage internationally (many reasons, these are my priority order!; can look at this from different perspectives) To meet our customer’s needs – our customers work internationally and require our support and services – mirroring the shift in the sector(led by HE). The sector we serve is international. Customer led approach. Competing and operating in a global workplace As a strategic leader – with the authority to negotiate and influence (e.g. with funding bodies) – to maintain a leadership position globally To enhance Jisc’s brand and reputation internationally, capitalise on our uniqueness To access expertise and advice – we can learn from others To showcase Jisc’s, and the UK’s specialists, expertise and advice To participate in, enable and support partnership and collaboration, who we choose to work with To develop leading edge technological solutions and engage in projects, addressing new and emerging challenges and opportunities (including sharing costs and risks) To gain knowledge and competitive advantage – being ahead of the curve To access funding opportunities, identification of international income generating opportunities for example European commission funding To benchmark ourselves and ideas with international comparators (as Jisc is unique in the UK) – we can learn from others To develop and extend our Janet network and its authentication, extend our infrastructure To integrate, rationalise and prioritise our current Jisc international portfolio To develop a new suite of Jisc services for international markets, visible and coherent offer
- Sustainability and business development Data impact, value and efficiency Marketing and communications
- Business models Consultancy and brokerage Based on aggregating demand in the overseas location Work both with other NRENs and commercial providers NOT building our own infrastructure
- Business models Consultancy and brokerage Based on aggregating demand in the overseas location Work both with other NRENs and commercial providers NOT building our own infrastructure