Stakeholder strategic update 2022

1. The Jisc stakeholder strategic update 1 December 2022
2. Welcome and house keeping • Online delegates microphones and cameras are turned off • Please put any questions into Slido • If you have any technical issues, please put this into the main chat pane, make sure you select 'hosts and panelists' • If you have any general comments, please use the main chat pane, make sure you select 'everyone’ • The live transcript has been enabled for this event. If you'd like to amend your personal viewing options, you can do so at the bottom of your screen • This session will be recorded and will be shared with everyone registered as soon as possible The Jisc stakeholder strategic update 2
3. Agenda Time Duration Session Lead 10:00 – 10:05 5 minutes Welcome and housekeeping Alice 10:05 – 10:20 15 minutes Looking back – an overview of some of the key achievements from the last year Paul 10:20 – 10:50 30 minutes In their own words – representatives from a couple of our member organisations will share how they’ve been working with us over the past year:  Jonathan Wilson, Milton Keynes College (Cyber)  Dr Ann Thanaraj and Paul Durston, Teesside University (Digital transformation) There will be time built into this session for Q&A 10:50 – 10:55 5 minutes Break 10:55 – 11:10 15 minutes Looking ahead – an update on plans for the forthcoming year Heidi 11:10 – 11:20 10 minutes Our finances – a summary of our financial performance and key priorities going forwards Nicola 11:20 – 11:50 30 minutes Q&A – an opportunity to ask questions about any of the information shared All 11:50 – 12:00 10 minutes Close Alice The Jisc stakeholder strategic update 3
4. Looking back Professor Paul Boyle, chair, Jisc
5. Key brands and services The Janet Network The Jisc stakeholder strategic update 5
6. Leadership The Jisc stakeholder strategic update 6
7. Annual review The Jisc stakeholder strategic update 7 ji.sc/annual-review
8. A fairer future The Jisc stakeholder strategic update 8 £31.3m open access publishing costs avoided 24,245 articles to be published immediately 74 open access agreements available Elsevier negotiations netted World’s largest open access agreement 96% of UKRI funded output
9. A digital future The Jisc stakeholder strategic update 9 30 colleges co-designed and piloted the Digital elevation tool 180 FE members have already signed up to the tool
10. A sustainable future The Jisc stakeholder strategic update 10 ji.sc/digital-carbon-footprint
11. A secure future The Jisc stakeholder strategic update 11 16 questions you need to ask to assess your cyber security posture (jisc.ac.uk)
12. Over £20m Customer income The Jisc stakeholder strategic update 12
13. Our strategy 2023-25 The trusted partner in digital transformation Building on our core strengths and leveraging the collective power of the sectors to maximise our impact We will achieve this by focusing on three things: Delivering the right solutions Empowering communities Be a force for good https://ji.sc/our-strategy The Jisc stakeholder strategic update 13
14. Milton Keynes College cyber security and our engagement with Jisc Jonathan Wilson, executive head of IT, Milton Keynes College
15. Current Landscape • Milton Keynes College – Large FE College, 2 Campuses and operate across 19 prisons • Cybersecurity well established ISMS, CE Plus, ISO27001 • Cyber and Data Breach are currently at the top of the organisational risk register • Ransomware attacks are very real, given current global climate • Milton Keynes experienced an attack in January 2022, this could have been worse, but was not without its impact The Jisc stakeholder strategic update 15
16. Engagement with Jisc We have engaged Jisc services in the past year: - •Security assessment •Penetration test •Office 365 Security assessment and remedial work •Cyber Essentials Plus assessment and support •Critical Services Protection •Incident response during the cyber attack Pen tests are essential to establishing your cyber readiness, internal audits alone are not enough. The Jisc stakeholder strategic update 16
17. Organisational Impact Engagement has helped contribute to: - • Identifying detailed vulnerabilities and gaps in our current security processes • Awareness of wider risks from general engagement and the recent Security conference • Helped raise the profile of cyber risks, not just through the incident response, but engaging directly with executive level management • Provided crucial support during our cyber attack, including recover plans, communications and ongoing hardening of our infrastructure • We now have two key changes in our approach to Cyber – a dedicated IT security team, and full time Data Protection Officer The Jisc stakeholder strategic update 17
18. What’s next? Plans for the next year…… • Continue with regular external penetration tests, with specific focus alongside internal vulnerability scans • Further develop/grow our security team and establish succession planning • Look to recertify Cyber Essentials Plus on the new question set • Review our firewall service, and consider the Jisc managed solution • Review our Telephony solution • Review our current security operations processes and out of hours cover • Consolidate our security toolset The Jisc stakeholder strategic update 18
19. Reflections post cyber incident • We engaged well with Jisc, and most vulnerabilities were known. Lacked capacity to fix in a timely manner • Security team and full-time DPO only established after the incident • Partnerships and critical friends are essential to establishing an Information Security Management system • Responsibilities for Information Security and Cyber Security should not just fall to the IT Team, it needs an organisation response • Business continuity arrangements should consider your response to a cyber attack, and ideally rehearse this The Jisc stakeholder strategic update 19
20. Teesside University: Working with Jisc Dr Ann Thanaraj, assistant academic registrar and Paul Durston, digital learning manager Digital Transformation Student Learning and Academic Registry
21. We will talk about: • How we have been engaging with Jisc this year • The impact of our collaborations • What’s next for our digital transformation journey The Jisc stakeholder strategic update 21
22. Teesside University Digital Strategy
23. Digital Learning Design Framework and Toolkit
24. The Jisc stakeholder strategic update 24
25. Digital Literacies in the Curriculum
26. Contact Us Paul Durston Digital Learning Manager Paul.Durston@tees.ac.uk Dr Ann Thanaraj Assistant Academic Registrar A.Thanaraj@tees.ac.uk The Jisc stakeholder strategic update 26
27. Any questions? The Jisc stakeholder strategic update 27
28. Break 5 minutes The Jisc stakeholder strategic update 28
29. Looking ahead Heidi Fraser-Krauss, chief executive officer, Jisc
30. Looking ahead 30 2022 Reflections on the year
31. Our purpose To improve lives through the digital transformation of education, research and innovation. Our vision For the UK to be a world leader in technology for education, research and innovation. Looking ahead 31
32. Our strategy 2022-25 The trusted partner in digital transformation Building on our core strengths and leveraging the collective power of the sectors to maximise our impact We will achieve this by focusing on three things: Delivering the right solutions Empowering communities Be a force for good https://ji.sc/our-strategy Looking ahead 32
33. Delivering the right solutions “Providing solutions to our customers through our portfolio of products and services. Striking the right balance between partnering and in house development to ensure they respond to our customer needs” Looking ahead 33 E-infrastructure Data Brokerage Further education Higher education and research
34. Empowering communities “Our power comes from our customers, sectors and communities. We bring insight and inspiration as a sector body, and work with them to innovate and imagine new solutions” Looking ahead 34 Convening Collaborating Innovation Practical support
35. A force for good “As a driver for change, we are focused on our commercial and financial sustainability but always aware of our place in and impact on the world” Looking ahead 35 Financial sustainability Data Net Zero Global community
36. Year end position Nicola Arnold, chief financial officer The Jisc stakeholder strategic update 36
37. Year end results The Jisc stakeholder strategic update 37 Unrestricted - 2022 £’000 Restricted - 2022 £’000 Total funds - 2022 £’000 Total funds - 2021 £’000 Donations and grants 51,718 20.252 71,970 71.028 Income from charitable activities 17,726 479 18,205 17,159 Income from trading with members 16,144 63 16,207 17,915 Income from other trading activities 22,832 - 22,832 16,865 Investment income 296 - 296 217 Income 108,716 20,794 129,510 123,184 Charitable activities 42,999 1,767 44,766 47,040 Non-charitable activities 66,243 12,012 78,255 77,815 Expenditure 109,242 13,779 123,021 124,855 Net (expenditure)/income (526) 7,015 6,489 (1,671) USS pensions provision movement (16,812) - (16,812) 21 Investment gains 3,302 - 3,302 12,386 (Deficit)/surplus for the year (14,036) 7,015 (7,021) 12,391
38. Finance - income The Jisc stakeholder strategic update 38 54% 12% 8% 8% 3% 3% 3% 9% Donations from UK funding bodies Connectivity Jisc membership subscription Trust and identity Cloud Library, learning and research Prospects.ac.uk Other
39. Finance - expenditure The Jisc stakeholder strategic update 39 3% 32% 7% 5% 1% 7% 12% 6% 5% 3% 2% 17% Cloud Connectivity Cyber Data Analytics Events Libraries, learning resources & research Other Advice & Guidance Student Experience Trust & Identity Governance costs Support costs
40. Q&A The Jisc stakeholder strategic update 40
41. Close Alice Colban, deputy chief executive and chief operating officer, Jisc The Jisc stakeholder strategic update 41

Notes de l'éditeur

Welcome and thank you

In my first full year as chair of Jisc, I am delighted to be here today to highlight some of our collective key achievements from the past year.

But first, I would like to offer the sincere thanks of the board to every member of Jisc staff, who has worked tirelessly over the past year to support the organisation and its members. And to you our stakeholders for your ongoing support and engagement.
Leadership

Heidi Fraser-Krauss, our CEO has been in the role now for just over a year and has spent considerable time engaging and listening both to our members and customers, to identify your needs, and to Jisc colleagues to help inform the restructuring of the organisation that is required to deliver on those needs.

HESA merger

Whilst officially completing on 4 October, I am particularly delighted that we have been successful in concluding the Jisc merger with the Higher Education Statistics Agency, HESA. With 175 new colleagues joining Jisc, the merger will combine our capabilities and positions Jisc as the provider of much of the sector’s data and digital needs going forward.
Annual review

We recently published our annual review which you should all have received a link to in the joining instructions for this event. The document is packed with content aimed to engage and inspire as we work towards a fairer, more sustainable, secure and digital future. Please take the time to read through the annual review and share with your colleagues internally to help us celebrate these key achievements. Thank you to everyone that has shared their story.
A fairer future
We are working with the research community to implement UKRI’s Open Access policy to play our part in transforming the UK approach to publishing academic research.
The Jisc negotiated transitional agreements in place in 2021 enabled the UK academic sector to avoid £31.3M in open access publishing costs. (Paul for info – these are just Jisc negotiated transitional agreements only, of which in 2021 there were 30. It does not include our other types of open access agreements such as fully OA, collective action, subscribe to open. The figure has reduced since we last did the data as we have refined the data and pulled in more accurate list price figures.)

24,245 articles to be published immediately. (Paul for info -  this is the count of articles, published in 2021, in the journals that are part of the 30 Jisc transitional OA agreements in 2021.

74 open access agreements available, which support higher education with the transition to open access and enable compliance with UK funder policies whilst also supporting diversity in the marketplace. (Paul for info – these are just Jisc agreements and include transitional agreements, subscribe 2 open, collective agreements etc)

These currently cover an estimated 96% of UKRI funded output. (Paul for info - rapidly scaling engagement across an additional 388 publishers and societies, Jisc Licensing has worked to verify publisher’s compliance and put in place compliant routes with 113 publishers, including 74 Jisc negotiated open access agreements. These cover an estimated 96% of UKRI funded articles to be published open access by December 2022.

Earlier this year, and together with the sector, we successfully negotiated the world’s largest open access agreement with Elsevier. The three-year agreement provides unlimited open access publishing and access to paywalled journal articles which significantly reduces how much institutions are currently spending, and is a major step towards full, equitable and affordable open scholarship.
A digital future

The pandemic accelerated digital transformation in education with a rise in staff and student capabilities and a growing awareness of the need for truly digital leaders. We’ve been supporting universities and colleges to assess, adapt and optimise their digital learning offers around the UK.

Our members continue to look to Jisc for support in their digital transformation, whether that’s the possibilities and benefits of online learning and teaching, artificial intelligence, trusted research or a secure reliable network and associated services.

A highlight from the year has been the well received Digital Elevation Tool. Co-designed and piloted with 30 colleges, just 9 months after its launch at Digifest in March, there are now 179 FE members signed up to the use the tool. The tool provides senior strategic leaders in FE and skills organisations with an online self-assessment that allows them to validate their organisation’s current digital position and map their digital journey.

The role of digital leaders is not to be underestimated. Whether supporting staff to move teaching online or ensuring an organisation’s strategy takes all these changes into account, we know that digital leaders are essential.

We’ll be hearing shortly from Dr Ann Thanaraj and her colleague Paul Durston from Teesside University about the work they’ve been doing around digital transformation.
A sustainable future

How we shape a sustainable future could be the most important and urgent question education has ever had to address. Tackling the climate emergency is a priority for Jisc and we are committed to achieving net zero, including offsetting emissions, by 2040 at the latest.

Earlier this year we published a report that takes an indepth look at the carbon footprint on all our digital lives and offers practical advice and guidance on reducing it.

And of course, there’s lots going on across the sector and you’ve been sharing your stories about how your organisations are working towards a more sustainable future.
A secure future

The Janet network and Eduroam-related services continue to provide the backbone that allows our member organisations to function effectively. We will continue to invest and innovate in these areas to make sure that the UK is leading the way in such digital support infrastructure. A key goal is to extend Eduroam further into many more public spaces, such that we make digital engagement ever more inclusive.

Investing in cyber security remains a key priority to maximise our protection for members. We will continue to enhance and improve these services for universities and colleges, alongside the provision of advice and guidance, such as our 16 questions you need to ask to assess your cyber security position.

We have focused on developing and stabilising the security incident and event monitoring (SIEM) service and launching the managed firewall as significant steps in moving towards delivering a full managed security operation centre service.

And we’ll be hearing shortly from Jon Wilson, executive head of IT at Milton Keynes College about the work they’ve been doing around cyber security.
Customer

In addition to working with member organisations we’re providing world-class digital solutions for industry, local government, public sector and UK education and research providers. Every penny we earn is reinvested towards our mission to support research education and our customers.

Some key highlights from the year:

Open Athens – Broke through £7m in income for the first time, built on retention rate of 95%. That’s a doubling of annual income in just over 5 years
Our commercial team brought in £7.8m in income from our customers in adjacent markets – research, local authorities, charities, Independent HE
In student services, in their 50th year of operations, they brought in £5.6m of income and Hedd (Paul for info - Hedd offers a centralised system for degree verification that connects employers, agencies, universities, embassies and councils) received their millionth verification.

That’s over £22 million in income from these vital parts of our business.
And finally, the trustees are delighted to have published our new strategy. Over the next three years, we will build on our core strengths and leverage the collective power of the sectors, to become THE trusted partner in digital transformation.

And we believe we will do this by focusing on three areas -
1. Delivering the right solutions
2. Empowering communities
And 3. Being a force for good.

Heidi will be sharing more shortly on how we plan to deliver against this strategy over the forthcoming year.

Thank you for listening.
When we last got together, It was just two months into my time as CEO.
At that time, I was in the middle of my first hundred days. A period that was about being in listening mode.
It was a very active period of engagement – meeting with lots of you, listening to what you had to say about Jisc.
Meeting with our members, over 60 member visits over the last year, HE and FE, large and small, across all 4 nations.
Meeting with our funders, owners, government bodies at UK level, but also in the devolved nations.
Internally as well, meeting all our people – getting under the skin of this complex and diverse organisation – I discovered that for all that diversity and breadth – there is a common desire and passion to make a real difference in the sectors we serve.
In all of those conversations, I heard about the things we are doing well – some of which Paul touched on before the break - but I also heard about where we could be doing more, or could be doing better.
Paul touched on the new strategy in his session, and in a moment I’ll talk about how we will deliver against that in the coming months.
But first, , I wanted to speak a little about its development.
It is important to highlight that the new strategy is an evolution, not a revolution.
Our purpose and vision remain the same.
We are a technology and data organisation focussed around positive change in the education and research sectors.
The change is about ‘How’ we will go about achieving our aims.
The drive to be THE trusted partner is clear, I heard time and again about how we are seen by many as a partner. That our members and customers look to us to help them use technology better, to improve research, to improve learner outcomes, to increase choice in how learning is delivered, and to do so in a robust and secure way. We want to build on that, to be seen as ever more vital.
Over the next three years, we will build on our core strengths and leverage the collective power of the sectors, to become THE trusted partner in digital transformation
We will do this by maximising our impact in three key ways:
Delivering the right solutions
Empowering our communities
Being a force for good.
Delivering the right solutions - what does this mean? In a nutshell it means we will
focus on the needs of the FE, HE and research sectors when developing new products
Look to increase our effectiveness and agility by looking to partner rather than build when that is the right approach
Professionalise our portfolio management, to ensure we are able to deliver responsive products and services at pace.
In the coming months, we are going to be delivering new services in these areas…
[Heading] E infrastructure
In e-infrastructure, we continue to build our security portfolio – ensuring the protection of our members. Building towards a fully managed security operation centre or SOC.
Cloud services are a key focus, and we are developing new services that develop campus and building infrastructure. We are also working with partners - adding intelligence to the Janet infrastructure from both a software defined and hybrid, edge cloud perspective - enhancing our range of capabilities for research
We’ll work with key partners to allow us to be agile, developing solutions in a timely way, and accelerating our capabilities in key areas for our members, such as the Cloud and 5G
Customer service is vital, particularly around connectivity and cyber security, so we are finalising plans to move to 24/7 operations for network and cyber security services.
[Heading] Data
Following the merger with HESA, we will be delivering the Data Futures collection system, which will enable in-year data collection for student data for the first time.
We are also enhancing those HESA outputs, to include data on HE delivered through FE settings, which is another first.
[Heading] Brokerage
Our work in negotiating sector wide deals is well known around publishing, but in response to demand, we are going to be expanding the scale of our brokerage capability across all areas of activity.
[Heading] FE
In FE we are working to develop new standards in the sector - for blended and online learning in Scotland, and for connectivity and cybersecurity in England.
Our second connection programme will help ensure all our FE members are offered true connectivity resilience.
And in the background, we will be completing the discovery phase of the VocTeach FE Content platform. This platform, that is being developed with the Open University, will provide easy access to vocational learning resources and materials.
[Heading] HE/Research
We are growing our HE consultancy offer - principally focused on supporting the digital transformation of our members in the sector.
By expanding HEDD – the degree verification service, and the qualification fraud reporting service we are bolstering the protection for universities, graduates and employers from the growing threat of degree fraud
Last but not least we have Octopus, developed in partnership with UKRI, which provides researchers with a platform that offers a credible alternative to current publishing models
When we talk about empowering communities, we are talking about…
Providing advice, guidance and inspiration - Insight based, which is gathered through feedback and data analytics.
Imagining new possibilities – we’re proactively scan the horizon – and working with members, customers and partners to co-design innovative solutions.
We will act as a convener – bringing together members and communities around our areas of strength.
So what are we doing this year in this space?
[Heading] Convening
We bring communities together at our Events – At Digifest, Networkshop and last month’s security conference. We will continue to deliver these events to bring people together -in person and online, to inspire and inform.
We are facilitating communities of practice – that highlight pioneers, best practice and the benefits of collaboration. Just last week we celebrated the 50th meeting of the student experience experts group, one of our longest running communities of practice.
As a key part of the Open Access landscape, we’re working and supporting our members in implementing the UKRI OA policy - to play our part in transforming the UK approach to publishing academic research
When it comes to data, we will continue to engage across the sector, including in specialist forums, through sector groups and via our own governance structures to steer the work we do on data.

[Heading] Collaboration
We are working with The National Archives and the British Library to convene communities around the use of digital archives and special collections
There are many stakeholders in the world of student records, and we are working with UCISA and ARC to investigate the student records system space and make recommendations on how it can be improved
[Heading] Innovation
In Scotland, we are launching a Jisc Innovation Hub – which brings together sector agencies, members and Jisc experts to explore new classroom technologies. If successful, this is something we will look to replicate more widely.
We’re also exploring new licensing models that will support the transformation of teaching and learning in FE and HE – building on some great successes last year with learning resources that use augmented reality and virtual reality.
[Heading] Practical Support
In the FE sector, Our Digital Elevation tool is built around the principle of sharing member good practice and innovation – we will continue to build this product, and community.
We will also continue to build our popular advice and guidance offering - to equip our members and their staff with the confidence to deliver more effectively – supporting on risk reduction, cyber security posture and moving towards net zero.
It’s a big heading, but what do we mean by it…
We are part of a global community, and we are active in that for the benefit of our members and customers. We focus on making a positive global impact
Sustainability is an organisational imperative. We need to safeguard our financial and commercial sustainability but Environmental sustainability is a global priority, and we are working to minimise the harm we do to our environment, and to support our members and customers to do the same.
And finally, we recognise, that as an organisation our people are our key asset and we aspire to a culture that enables an engaged, skilled, well led and inclusive workforce.
[Heading] Financial sustainability
We have kept costs under firm control through 2021-22 and are keeping a close watch on the impact of inflation and the energy crisis
We are also engaging closely with our UK HE and FE funders on the likely future grant funding position
We have products and services that complement the subscription and we have teams that generate revenue that allows us to reinvest in the sectors. These are important parts of Jisc and they allow us to continue to support our membership.
[Heading] Data
Through merging HESA/Jisc, we will deliver like for like savings on the statutory (HESA) fee. Although it’s important to note that the introduction of in year data collection will inevitably increase costs
We are also using HESA data, along with data from the student loans company to develop a UK wide measure of disadvantage.
[Heading] Net zero
Building on the report Paul talked about earlier, that explored the carbon footprint of digital activity, we have commissioned a study with the University of Bristol to understand the carbon impact of digital technology at an institutional level
This project is working alongside our internal Net Zero project, which is planning the collection of information about the carbon emissions of Jisc products and services to inform our baselining, targets and Net Zero plan.
All of this work will inform the advice and guidance we will continue to provide on digital sustainability and the reduction of carbon emissions.
[Heading] Global
And finally, as part of a global community, We will obviously continue to engage on behalf of the UK with other National Research and Education Networks across the world.
we have, and will continue to support UK universities twinned with Ukrainian universities in the provision of digital infrastructure, including the provision of digital content for learning, teaching and research to Ukrainian universities

Close
I think I will draw to a close there.
As you can see, we have ambitious plans, and this wasn’t an exhaustive list.
Hopefully it gives you an insight into the work we are doing to support all of you and your priorities, and to help us deliver on our strategy.
I’ll now hand back to Alice for the next session
We’ve had another successful year financially and whilst we have delivered a deficit, this is mainly due to the increase in the USS pension provision as a result of the 2020 valuation being finalised this year. We’ve changed how we are showing income and split between our charitable activity which is all with members and focuses on our core activity with the biggest part being the membership subscription. The other activity with members is mainly connectivity, with additional lines being almost half the total income and none-core trading such as Heidi plus in data analytics and sales of cloud and trust & identity service accounting for another third – this is where you are choosing to buy services from us, where we are the “trusted partner” we aim to be. And almost a third of our non-grant income now comes from no-members, with a 35% year on year increase.

We’ve kept our costs down, but some of this has been outside our control with supply chain issues being that we have had delays to projects across the board – that said we are investing more in a number of areas we know are important to our members such a cyber and in digital resources where we negotiated a new deal with Elesiver this year and we continue to look for areas in which we can use the strength and size of HE and FE to do better deals.

And despite the volatility of the markets, last year our portfolio managed to grow, giving a much better return than cash would
Looking at where are income comes from – just over half still comes from UK funding bodies, either through our core grants or for projects such as data futures and Octopus.

Additional connectivity and the subscription account for another 30% with trust and identity slowly becoming a bigger part of our total income through growth in Open Athens and other verification services.
As you would expect, running and protecting the network accounts for nearly 40% of our total cost base. And whilst support costs look high, this currently includes depreciation of the network equipment and our internal IT services including the developers supporting our products.

Stakeholder strategic update 2022

Vous êtes en train de lire un aperçu.

Consultez-les par la suite

Stakeholder strategic update 2022

Plus De Contenu Connexe

Similaire à Stakeholder strategic update 2022 (20)

Plus par Jisc (20)

Plus récents (20)

Stakeholder strategic update 2022

Notes de l'éditeur

Stakeholder strategic update 2022

Vous êtes en train de lire un aperçu.

Stakeholder strategic update 2022

Suggestions

Plus De Contenu Connexe

Similaire à Stakeholder strategic update 2022 (20)

Plus par Jisc (20)

Plus récents (20)

Stakeholder strategic update 2022

Notes de l'éditeur