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
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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
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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?
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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
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13. jisc.ac.uk
Dr Esther Wilkinson
Head of international
Esther.wilkinson@jisc.ac.uk
T: +44 (0)7960006769 S: eewilkinson1
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Editor's Notes
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