We will use this workshop to discuss the proposed service models for digital capability, as well as discussing the concept of institutional digital capability, and are looking for input from the user group.
Building digital capability for new digital leadership, pedagogy and efficiency James Clay
What does it mean to be digitally capable? Not just for an individual, but from an organisational perspective. How will you lead using the plethora of digital tools and channels available to you? The Jisc building digital capability project has been addressing these issues for institutional leaders, for those on the front line of teaching and research, and those who support them.
The document discusses a project by Jisc to help higher education institutions assess and build the digital capabilities of their staff. It describes tools developed as part of this effort, including a discovery tool to help staff evaluate their digital skills and an institutional dashboard to aggregate staff results. The project also aims to provide online resources and professional development courses to support developing individual and organizational digital capabilities. Digital capability is framed as important for teaching, learning, research and engagement in the current digital environment. The document provides an overview of the various tools, resources and approaches used in the Jisc project to help higher education institutions and their staff strengthen digital capabilities.
Presentation for ALT West Midlands Region Learning Technology Group MeetingJames Clay
The Association of Learning Technology has a new West Midlands Region Learning Technology Group (WMRLTG) who will meet regularly in and around the West Midlands to discuss all aspects of Learning Technology.
The first meeting of the WMRLTG will be held at Keele University on Monday, 13th June between 10am and 1pm. The theme of the meeting is ‘digital capability’ and we are encouraging members to offer presentations or to lead discussions at the meeting based on any of the dimensions covered in the JISC project. - https://www.jisc.ac.uk/rd/projects/building-digital-capability.
- Cloudworks is a social networking site aimed at fostering sharing and discussion of learning and teaching ideas through user-generated content like clouds, cloudscapes, and activity streams.
- Early usage patterns show events, discussions, aggregating resources, and personalizing content as popular activities. Over 1,600 registered users from 143 countries are actively engaged.
- The site aims to harness Web 2.0 practices to bridge the gap between potential and actual use of technologies in education, and an evolving theoretical framework analyzes emerging practices.
- Key challenges include addressing the digital divide, developing digital literacies, studying complex technological systems, and exploring new pedagogies.
Building capability for new digital leadership, pedagogy and efficiency
This session will look at issues and challenges around using technology in education. It will draw out some key issues in this space and look at how Jisc’s work in Digital Capability and Digital Leadership can be used to support staff and equip them for working in institutions that are increasingly using technology to leverage enhanced practices and efficiencies.
Implementing the Digital Capability Service in my college or university.James Clay
So how do you build digital capability within your institution? The proposed Jisc Digital Capability Service provides a framework, audit and diagnostic tools and an online offer of activities and CPD. However this is only part of the story, there are key challenges and potential enablers within every institution. This workshop will enable participants to work together to identify the potential barriers, blockers and challenges an organisation will face in building digital capability and think about the potential enablers that will allow them to maximise the impact of the Jisc Digital Capability Service to improve the skills and effectiveness of staff across their organisation.
Building digital capability for new digital leadership, pedagogy and efficiency James Clay
What does it mean to be digitally capable? Not just for an individual, but from an organisational perspective. How will you lead using the plethora of digital tools and channels available to you? The Jisc building digital capability project has been addressing these issues for institutional leaders, for those on the front line of teaching and research, and those who support them.
The document discusses a project by Jisc to help higher education institutions assess and build the digital capabilities of their staff. It describes tools developed as part of this effort, including a discovery tool to help staff evaluate their digital skills and an institutional dashboard to aggregate staff results. The project also aims to provide online resources and professional development courses to support developing individual and organizational digital capabilities. Digital capability is framed as important for teaching, learning, research and engagement in the current digital environment. The document provides an overview of the various tools, resources and approaches used in the Jisc project to help higher education institutions and their staff strengthen digital capabilities.
Presentation for ALT West Midlands Region Learning Technology Group MeetingJames Clay
The Association of Learning Technology has a new West Midlands Region Learning Technology Group (WMRLTG) who will meet regularly in and around the West Midlands to discuss all aspects of Learning Technology.
The first meeting of the WMRLTG will be held at Keele University on Monday, 13th June between 10am and 1pm. The theme of the meeting is ‘digital capability’ and we are encouraging members to offer presentations or to lead discussions at the meeting based on any of the dimensions covered in the JISC project. - https://www.jisc.ac.uk/rd/projects/building-digital-capability.
- Cloudworks is a social networking site aimed at fostering sharing and discussion of learning and teaching ideas through user-generated content like clouds, cloudscapes, and activity streams.
- Early usage patterns show events, discussions, aggregating resources, and personalizing content as popular activities. Over 1,600 registered users from 143 countries are actively engaged.
- The site aims to harness Web 2.0 practices to bridge the gap between potential and actual use of technologies in education, and an evolving theoretical framework analyzes emerging practices.
- Key challenges include addressing the digital divide, developing digital literacies, studying complex technological systems, and exploring new pedagogies.
Building capability for new digital leadership, pedagogy and efficiency
This session will look at issues and challenges around using technology in education. It will draw out some key issues in this space and look at how Jisc’s work in Digital Capability and Digital Leadership can be used to support staff and equip them for working in institutions that are increasingly using technology to leverage enhanced practices and efficiencies.
Implementing the Digital Capability Service in my college or university.James Clay
So how do you build digital capability within your institution? The proposed Jisc Digital Capability Service provides a framework, audit and diagnostic tools and an online offer of activities and CPD. However this is only part of the story, there are key challenges and potential enablers within every institution. This workshop will enable participants to work together to identify the potential barriers, blockers and challenges an organisation will face in building digital capability and think about the potential enablers that will allow them to maximise the impact of the Jisc Digital Capability Service to improve the skills and effectiveness of staff across their organisation.
Organisational approaches to digital capabilityJisc
The document discusses organizational approaches to developing digital capabilities. It explores definitions of digital literacy and capabilities, both for individuals and organizations. The document outlines six elements of digital capabilities: ICT proficiency, information literacy, digital creation, communication, learning, and identity/well-being. It shares challenges in developing digital capabilities consistently across staff and students. The document advocates for a holistic approach and provides resources for developing organizational digital culture and capabilities.
What's next for the Jisc Building digital capability service?Jisc
The document summarizes an event discussing the future of the Jisc Building Digital Capability service. It provides an update on the Digital Discovery tool pilot, including interim evaluation findings. Over 2,500 staff across 83 institutions have used the tool. Feedback was positive, with 8 out of 10 finding it easy to use. Next steps include making the tool and additional resources available as a full service from September 2018. The event also included parallel sessions on using the tool to support students, mapping Microsoft resources to the framework, and developing the service website.
This Interview with Vanessa DiMauro, CEO Leader Networks and the Patricia Seybold Group explores the best practices for building professional peer communities. This joint collaboration was written in 2007 and stands as a classic reference for online community-building today.
Presentation about Knowledge Hub on what it is, the benefits and who's using it. Presented by Liz Copeland at Really Useful Day: Social media for councils in London on 6 February 2015.
SharePoint Social: The business case for collaborationEdgewater
Edgewater Technology's Ori Fishler, Director of Web Solutions, explores the business case for taking the leap into social and the benefits companies are seeing internally and externally. Ori also highlights:
• Business case studies from working
implementations
• ROI of social implementation
• Social features available in SharePoint 2010
• How to bring social features to the forefront
• Other tools and add-ons that can be used to
create an effective “Facebook/Twitter”
style experience
• How to drive adoption for the social network
• Governance required to control and ensure
compliance
Building a social business – combining external and internal social mediaZipipop Freud
This document discusses how to build internal social collaboration capabilities within an organization. It suggests that as external social media like Facebook and Twitter have grown, internal collaboration tools need to evolve as well to facilitate sharing, discussing, and interacting around content within organizations. The document outlines challenges with traditional email and proposes using social collaboration platforms that integrate with daily workflows. It provides examples of how organizations like Skanska and OSKE have successfully implemented internal social tools to improve communication, knowledge sharing, and business outcomes.
This document summarizes a virtual workshop hosted by WFD Consulting on creating communities that support the new way of working. It introduces the speakers - Dr. Charles Grantham, Lauren Klein, and Rachel Duran. It then covers various topics discussed in the workshop, including different types of communities, driving business results through communities, and connecting companies and communities. The workshop concludes with a panel discussion and directions for participants on next steps and future sessions.
Wikis In Knowledge Management Enabling Effective CollaborationColin Mooney
Wikis in Knowledge Management: Enabling Effective Collaboration is a presentation about how wikis can enable knowledge management and collaboration in organizations. It discusses how knowledge management works, the role of Web 2.0 technologies like wikis, and outlines a wiki pilot project at AIB Bank. The presentation concludes that knowledge management is more about processes that enable sharing than technologies, and that wikis can improve virtual collaboration when used to capture and share valuable knowledge across departments.
Social Networks for College Students: 21st Century Career AcceleratorCSRA, Inc.
College and university students can use digital social networks to transform their educational experience WHEN they know how to use them differently. This is a how-to guide
LinkedIn: Entrepreneurs' 21st Century Business AcceleratorCSRA, Inc.
The document discusses how LinkedIn can be used as a 21st century business accelerator by allowing entrepreneurs to rapidly scale their businesses through building trusted online relationships. It highlights how LinkedIn reduces transaction costs by making a user's network more actionable and accessible regardless of geography. The document also provides an overview of key LinkedIn processes like writing profiles, adding connections, searching, and forwarding introductions.
Cape Town Activa was established in 2011 based on the model of Barcelona Activa from 1986. It aims to create an environment where entrepreneurs and job seekers can maximize their potential. It provides business skills training, programs, and connects users to a network of support organizations. Cape Town Activa operates physical hubs, an online portal, and engages stakeholders across education, government, and the private sector to develop Cape Town's entrepreneurship ecosystem.
Intra.NET Reloaded Boston 2016 - Post Event ReportRamona Kohrs
The leading event on intranet, enterprise communication and digital workplaces and the biggest of its kind in the US. The Intra.NET Boston brings together over 350 decision makers from IT, Internal Communications and Business departments from international organisations, who are responsible for creating tomorrow's digital workplace.
How to build customers’ trust in the digital world?
Trust is of utmost importance in the rapidly changing insurance world.
The entire insurance industry is founded on trust. But gone are the good old days when a trusted insurance agent showed up at your parents’ house and sat down at mum’s kitchen table to discuss your family’s insurance needs. Insurance is now mostly sold online: an increasingly automated and impersonal form of self-service.
But the industrialisation and increased professionalism of the industry has lead to greater distance and lack of personal knowledge between the insurer and insured, which has caused a lack of trust. So the question is: How can insurers take advantage of the changing consumer behaviour and technology in order to restore trust?
Our team has joined forces with industry experts – Michael Herold Eschenburg and Susanne Møllegaard – to answer some of the insurance industry’s most complex questions.
In this ebook you will find:
• Conflict issues that exist between insurers and customers
• Our look into the future of insurance sales with expert advice
• How these predictions are the beginning of restoring trust
This document provides an overview of direct platform investing and robo-advice. It discusses how robo-advice has become a major topic in the direct investment market over the past year, with many new robo-advisers and platforms launching. The guide aims to explain what robo-advice is, how it works, and whether it may be suitable for readers. It also summarizes other recent developments like pension freedoms and the Financial Advice Market Review, but notes that robo-advice has been the biggest story in the online investment space.
An insurance robo advisor is a software program that can perform some of the tasks currently done by an insurance agent online. It provides benefits for both agencies and customers by allowing agencies to serve more customers at once consistently, and allowing customers to access advice on their own schedule. Agencies can teach software their expertise through knowledge engineering and guided conversations. This allows them to provide personalized advice to customers automatically through a software agent in the same way they would in person.
$ecure is a cognitive robo-advisor that addresses gaps in traditional robo-advisors. It uses six key features:
1) It models entire households, their life events, balance sheets, income statements, and financial choices over time.
2) It combines large datasets to develop a simulated, complete picture of household balance sheets.
3) It uses behavioral simulation and agent-based modeling to model individual decision-making and emergent behaviors.
The insurance industry is witnessing a slow but certain evolution due to disruptive technologies, external market forces, and their consequent impact on insurance business and operating models.
This Slideshare deck has the overview of the top 10 insurance trends that will be strategic for firms in the near term.
Information technology uses in insurance industrySujay Kumar
Purpose
Efficiency
Convenience
Information technologies' role in General Insurance
How Is Information Technology Used inLife Insurance?
Challenges Faced
What needs to be done?
IBM Solutions..
Robo Insurance Advisor from the EchoSage virtual agent platform Duke Williams
The document discusses how independent insurance agents provide value to customers through customer advocacy, choice of products, and professional advice. It notes that while many people get online insurance quotes, very few actually purchase insurance online, showing that relationships and advice are missing from online transactions. The document then describes how the EchoSage platform allows agents to create automated digital conversations based on their own knowledge and expertise to provide personalized advice and service to customers online. This could help capture more sales by providing the relationships and advice that online insurance shopping is currently missing.
How do I reach my customer? Direct and consumer marketing for publishers: Soc...Steffen Meier
This document discusses how publishers can use social media to connect with customers. It notes that in the past, communication was one-way from publisher to customer, but now all parties can engage in dialogue through social media. The document outlines how publishers have lost their role as sole information providers, as customers now rely more on recommendations from other customers on social platforms. It emphasizes that social media is about dialogue rather than selling. The document provides examples of how some publishers are using social media platforms like Twitter, Tumblr, YouTube and crowdfunding sites to better engage customers.
Organisational approaches to digital capabilityJisc
The document discusses organizational approaches to developing digital capabilities. It explores definitions of digital literacy and capabilities, both for individuals and organizations. The document outlines six elements of digital capabilities: ICT proficiency, information literacy, digital creation, communication, learning, and identity/well-being. It shares challenges in developing digital capabilities consistently across staff and students. The document advocates for a holistic approach and provides resources for developing organizational digital culture and capabilities.
What's next for the Jisc Building digital capability service?Jisc
The document summarizes an event discussing the future of the Jisc Building Digital Capability service. It provides an update on the Digital Discovery tool pilot, including interim evaluation findings. Over 2,500 staff across 83 institutions have used the tool. Feedback was positive, with 8 out of 10 finding it easy to use. Next steps include making the tool and additional resources available as a full service from September 2018. The event also included parallel sessions on using the tool to support students, mapping Microsoft resources to the framework, and developing the service website.
This Interview with Vanessa DiMauro, CEO Leader Networks and the Patricia Seybold Group explores the best practices for building professional peer communities. This joint collaboration was written in 2007 and stands as a classic reference for online community-building today.
Presentation about Knowledge Hub on what it is, the benefits and who's using it. Presented by Liz Copeland at Really Useful Day: Social media for councils in London on 6 February 2015.
SharePoint Social: The business case for collaborationEdgewater
Edgewater Technology's Ori Fishler, Director of Web Solutions, explores the business case for taking the leap into social and the benefits companies are seeing internally and externally. Ori also highlights:
• Business case studies from working
implementations
• ROI of social implementation
• Social features available in SharePoint 2010
• How to bring social features to the forefront
• Other tools and add-ons that can be used to
create an effective “Facebook/Twitter”
style experience
• How to drive adoption for the social network
• Governance required to control and ensure
compliance
Building a social business – combining external and internal social mediaZipipop Freud
This document discusses how to build internal social collaboration capabilities within an organization. It suggests that as external social media like Facebook and Twitter have grown, internal collaboration tools need to evolve as well to facilitate sharing, discussing, and interacting around content within organizations. The document outlines challenges with traditional email and proposes using social collaboration platforms that integrate with daily workflows. It provides examples of how organizations like Skanska and OSKE have successfully implemented internal social tools to improve communication, knowledge sharing, and business outcomes.
This document summarizes a virtual workshop hosted by WFD Consulting on creating communities that support the new way of working. It introduces the speakers - Dr. Charles Grantham, Lauren Klein, and Rachel Duran. It then covers various topics discussed in the workshop, including different types of communities, driving business results through communities, and connecting companies and communities. The workshop concludes with a panel discussion and directions for participants on next steps and future sessions.
Wikis In Knowledge Management Enabling Effective CollaborationColin Mooney
Wikis in Knowledge Management: Enabling Effective Collaboration is a presentation about how wikis can enable knowledge management and collaboration in organizations. It discusses how knowledge management works, the role of Web 2.0 technologies like wikis, and outlines a wiki pilot project at AIB Bank. The presentation concludes that knowledge management is more about processes that enable sharing than technologies, and that wikis can improve virtual collaboration when used to capture and share valuable knowledge across departments.
Social Networks for College Students: 21st Century Career AcceleratorCSRA, Inc.
College and university students can use digital social networks to transform their educational experience WHEN they know how to use them differently. This is a how-to guide
LinkedIn: Entrepreneurs' 21st Century Business AcceleratorCSRA, Inc.
The document discusses how LinkedIn can be used as a 21st century business accelerator by allowing entrepreneurs to rapidly scale their businesses through building trusted online relationships. It highlights how LinkedIn reduces transaction costs by making a user's network more actionable and accessible regardless of geography. The document also provides an overview of key LinkedIn processes like writing profiles, adding connections, searching, and forwarding introductions.
Cape Town Activa was established in 2011 based on the model of Barcelona Activa from 1986. It aims to create an environment where entrepreneurs and job seekers can maximize their potential. It provides business skills training, programs, and connects users to a network of support organizations. Cape Town Activa operates physical hubs, an online portal, and engages stakeholders across education, government, and the private sector to develop Cape Town's entrepreneurship ecosystem.
Intra.NET Reloaded Boston 2016 - Post Event ReportRamona Kohrs
The leading event on intranet, enterprise communication and digital workplaces and the biggest of its kind in the US. The Intra.NET Boston brings together over 350 decision makers from IT, Internal Communications and Business departments from international organisations, who are responsible for creating tomorrow's digital workplace.
How to build customers’ trust in the digital world?
Trust is of utmost importance in the rapidly changing insurance world.
The entire insurance industry is founded on trust. But gone are the good old days when a trusted insurance agent showed up at your parents’ house and sat down at mum’s kitchen table to discuss your family’s insurance needs. Insurance is now mostly sold online: an increasingly automated and impersonal form of self-service.
But the industrialisation and increased professionalism of the industry has lead to greater distance and lack of personal knowledge between the insurer and insured, which has caused a lack of trust. So the question is: How can insurers take advantage of the changing consumer behaviour and technology in order to restore trust?
Our team has joined forces with industry experts – Michael Herold Eschenburg and Susanne Møllegaard – to answer some of the insurance industry’s most complex questions.
In this ebook you will find:
• Conflict issues that exist between insurers and customers
• Our look into the future of insurance sales with expert advice
• How these predictions are the beginning of restoring trust
This document provides an overview of direct platform investing and robo-advice. It discusses how robo-advice has become a major topic in the direct investment market over the past year, with many new robo-advisers and platforms launching. The guide aims to explain what robo-advice is, how it works, and whether it may be suitable for readers. It also summarizes other recent developments like pension freedoms and the Financial Advice Market Review, but notes that robo-advice has been the biggest story in the online investment space.
An insurance robo advisor is a software program that can perform some of the tasks currently done by an insurance agent online. It provides benefits for both agencies and customers by allowing agencies to serve more customers at once consistently, and allowing customers to access advice on their own schedule. Agencies can teach software their expertise through knowledge engineering and guided conversations. This allows them to provide personalized advice to customers automatically through a software agent in the same way they would in person.
$ecure is a cognitive robo-advisor that addresses gaps in traditional robo-advisors. It uses six key features:
1) It models entire households, their life events, balance sheets, income statements, and financial choices over time.
2) It combines large datasets to develop a simulated, complete picture of household balance sheets.
3) It uses behavioral simulation and agent-based modeling to model individual decision-making and emergent behaviors.
The insurance industry is witnessing a slow but certain evolution due to disruptive technologies, external market forces, and their consequent impact on insurance business and operating models.
This Slideshare deck has the overview of the top 10 insurance trends that will be strategic for firms in the near term.
Information technology uses in insurance industrySujay Kumar
Purpose
Efficiency
Convenience
Information technologies' role in General Insurance
How Is Information Technology Used inLife Insurance?
Challenges Faced
What needs to be done?
IBM Solutions..
Robo Insurance Advisor from the EchoSage virtual agent platform Duke Williams
The document discusses how independent insurance agents provide value to customers through customer advocacy, choice of products, and professional advice. It notes that while many people get online insurance quotes, very few actually purchase insurance online, showing that relationships and advice are missing from online transactions. The document then describes how the EchoSage platform allows agents to create automated digital conversations based on their own knowledge and expertise to provide personalized advice and service to customers online. This could help capture more sales by providing the relationships and advice that online insurance shopping is currently missing.
How do I reach my customer? Direct and consumer marketing for publishers: Soc...Steffen Meier
This document discusses how publishers can use social media to connect with customers. It notes that in the past, communication was one-way from publisher to customer, but now all parties can engage in dialogue through social media. The document outlines how publishers have lost their role as sole information providers, as customers now rely more on recommendations from other customers on social platforms. It emphasizes that social media is about dialogue rather than selling. The document provides examples of how some publishers are using social media platforms like Twitter, Tumblr, YouTube and crowdfunding sites to better engage customers.
Leanne Thompson's people type is a Transformer. Transformers combine interpersonal sensitivity with powerful social networks and leadership impact. Her task type is a Transactor. Transactors combine thoughtful analysis with a driven pursuit of goals, enjoying challenges and reliably delivering results. As a Transformer-Transactor, Leanne thrives on change and challenging roles, using influence to achieve goals through thoughtful analysis while accommodating unforeseen changes.
The document discusses why a global direct-to-consumer sales channel is beneficial for businesses. It notes that customers now have more choices than ever across multiple channels. Selling directly to consumers allows businesses to improve customer experience and satisfaction, increase brand awareness and financial returns, and gain valuable customer and market insights. The document provides recommendations for how businesses can establish and optimize a direct global sales channel, including addressing localization needs, payment options, logistics and other challenges of going direct internationally.
Strategies for capability modelling: analysis based on initial experiencesCaaS EU FP7 Project
Businesses need a way to efficiently adapt not only their services but also the IT infrastructure for delivering them.
One of the key features is to explicitly capture the delivery context of customer services and to provide mechanisms for configuring or generating its delivery
Authors: Sergio España, Janis Grabis, Martin Henkel, Hasan Koç, Kurt Sandkuhl, Janis Stirna, Jelena Zdravkovic
Research has shown that the Saville Consulting Wave™ Types are powerful predictors of performance in a range of key areas. Saville Consulting Wave™ Types have implications for behavior in leadership roles, team/peer interaction, change management and synergies with various organizational cultures.
The workshop will have two parts. The first part will involve project presentations from each team, presenting consumer-focused strategy cards, and a brainstorming session using the cards. There will then be a short break. The second part will consist of developing tangible actions based on the brainstorming session, followed by presentations from each team on what they learned and improved during the workshop by using the cards. The strategy cards are a tool to brainstorm ideas to better communicate, collaborate and innovate with consumers and stakeholders to promote sustainable consumption and behaviors.
How and Why the Direct-to-Consumer Model Works in eCommerceDemac Media
Why choose a direct-to-consumer model than the traditional in-store model? This is what Rajen of RJR Venture Group and Mike from Endy Sleep helped to explain at our eCommerce Toronto Meetup this month. Raj and Mike shared the behind the scenes operational components that make direct-to-consumer fully functional. The discussion was focused on two parts: sales and operations. From a sales perspective, what are the benefits of direct-to-consumer and eCommerce? How does this model positively impact business growth and sales? From an operational perspective, how can you turn a traditional sales model into a successful direct-to-consumer / vertical one? They touched on the methods to sourcing materials, finding the right manufacturer, considering currency and shipping options. Lastly, they discussed the challenges of marketing and PR faced along the way.
This document analyzes Prudential Life Insurance's social media presence and strategy. It summarizes Prudential's Facebook page and content categories. It also analyzes competitors Samsung Life Insurance and Sinhan Life Insurance's Facebook pages. Key findings include: Prudential's content lacks interactivity and personalization; Samsung provides cultural content while Sinhan focuses on events; and Prudential should improve engagement and offer more attractive content to attract new fans and deepen relationships with current ones. The document concludes with a SWOT analysis and recommendation for Prudential to distinguish its brand and increase its Facebook fan base.
Leveraging change through digital capability - Scott Hibberson, Marcus Elliot...Jisc
Led by Scott Hibberson, subject specialist - online learning and the digital student experience, Jisc.
With contributions from:
Marcus Elliott and Kerry Pinny, digital educational developers, University of Lincoln
Connect more in Nottingham, Tuesday 12 July 2016.
Leveraging change through digital capability - Lawrie Phipps, Terri Smith and...Jisc
Led by Lawrie Phipps, senior co-design manager, Jisc.
With contributions from:
Terri Smith, head of innovative learning, West College Scotland
Sheila MacNeill, senior lecturer in blended learning, Glasgow Caledonian University
Jisc Connect more in Scotland, 16 June 2016
Leveraging change through digital capability - Scott Hibberson, Saf Arfan and...Jisc
Led by Scott Hibberson, subject specialist - online learning and the digital student experience, Jisc.
With contributions from
Saf Arfan, vice-principal for development and innovation at Salford City College
Dr Liz Bennett, director of learning and teaching at the University of Huddersfield
Connect more in Liverpool, 21 June 2016
Leveraging change through digital capability - Sarah Davies, Beckie Dunsby, J...Jisc
Led by Sarah Davies, head of higher education and student experience, Jisc.
With contributions from:
Beckie Dunsby, learning technologies co-ordinator at Swindon College
Jayne Holt, assistant principal - learning services at Walsall College
Connect more in Cheltenham, 30 June 2016
Leveraging the digital - capability, capacity and change in higher and furthe...Jisc
What does it mean to be digitally capable? Not just for an individual, but from an organisational perspective. How will you lead using the plethora of digital tools and channels available to you?
The Jisc building digital capability project has been addressing these issues for institutional leaders, for those on the front line of teaching and research, and those who support them. Come and hear what difference it’s made to participants.
Building digital capability in the libraryJames Clay
This document discusses building digital capability in higher education institutions. It defines digital capability as the knowledge, skills, and attitudes needed to live, learn and work in a digital society. It outlines a project by Jisc to provide guidance on required digital skills and help institutions assess skills gaps and improve staff capability. The project will include a digital capability framework, discovery tools, online training resources, and leadership development programs. The goal is to equip staff and leaders with the tools needed to enhance digital capability at their institutions.
Enhancing the digital experience for skills learnersJames Clay
− Developing your digital vision
− Building a robust digital environment
− Developing staff digital capabilities
− Empowering and engaging learners
− Embedding technology within inclusive curriculum and assessment practices
Leveraging change through digital capability - James Clay, Chris Roberts, Tim...Jisc
This document discusses leveraging change through digital capability at Kingston University London (KUL). It provides an overview of the Centre for Higher Education Research and Practice (CHERP), which advances pedagogy, professional practice and research in higher education. It outlines KUL's history with technology enhanced learning (TEL) and key drivers for change, including the new university education strategy and targets. The summary discusses KUL's new virtual learning environment (VLE) procurement and approach, which aligns with its educational strategy and curriculum design principles through a universal design for learning. The new approach also includes a strengthened TEL team, quality framework and governance.
An overview from what Digital Workplace Group has done for members and non-members in 2017, and a flavour of things to come in 2018.
We have created Podcasts, research reports, blogs, organized online and face-fo-face meetings and of course co-hosted the first Digital Workplace Experience gathering, organized with Simpler Media/CMSwire.
Leveraging change through digital capability - Esther Barrett, Geoff Elliott,...Jisc
Led by Esther Barrett, subject specialist in teaching, learning and assessment, Jisc.
With contributions from:
Geoff Elliott, learning and technology development manager, Pembrokeshire College
Berni Tyler, managing director, ISA Training
Connect more in Wales, Thursday 7 July 2016
Building Blocks for the Enterprise of the Digital Age | Enterprise Digital Su...Dion Hinchcliffe
I gave the closing keynote to Enterprise Digital Summit Paris 2016 earlier this month to explore today's building blocks in creating a truly digital organization. People are the most important building block, but after that it's the key components of digital workplace, digital business, and the transformation it takes to get there. Lastly, we need a platform for change at scale. I increasingly believe that is online communities of change agents.
The document discusses building digital capabilities among staff and students. It defines digital capabilities as the skills needed to operate effectively in a digital workplace and notes that many graduates and job candidates lack these skills. It outlines tools and resources from Jisc, a UK organization, to help educators build digital capabilities, including a digital discovery tool for staff to assess their skills, role profiles mapping capabilities to different jobs, and guidance for integrating capabilities into curricula. It emphasizes the importance of leadership, culture change, and accessible training to upskill the workforce.
This document summarizes digital signage projects that DBSI completed for various financial institutions. It outlines the challenges each client faced and how DBSI helped address them. It also provides quotes from satisfied clients praising DBSI's solutions, processes, and ability to understand their brands and deliver engaging digital experiences. The document shows that DBSI has extensive experience transforming branch environments for different types of financial institutions through strategic digital signage implementations.
Driven by the many challenges facing digital workplace practitioners today, knowledge management has spent the last 20 years building up rich practice around nurturing collaboration, knowledge sharing and content. In this workshop, learn how to help your employees connect with information and each other. Let knowledge management do what it does best: avoid reinventing the wheel.
Updated for the Vista UX/UI Summit in Dallas, TX
You can view a video of this presentation here: https://www.youtube.com/watch?v=NfASJamxjy4
User Experience has a direct impact on your bottom line, and it’s about time we start telling execs in their own language. I’m sure many of you spend a good amount of time evangelizing what it is that you do, and the value it adds. Over the past 15 years I’ve introduced User Experience to everyone from CEOs to developers — using storytelling, metrics, and case studies you can prove without a doubt the value that you bring.
In this talk I’ll explain what metrics to track, how to position your work, and stories where User Experience directly effected the bottom line.
Major research studies are indicating the importance of equipping the workforce with the skills to work digitally. However, many organizations are failing to address this challenge. This workshop corrals a selection of examples of best-practice digital skills initiatives inside a range of organizations.
Kintone girls in tech hacking for humanity SF 2017 slidesLindsey Lonne
This document summarizes a presentation about the no-code/low-code application platform Kintone. It introduces Kintone and discusses how its drag-and-drop interface allows business users to build applications without coding. Examples are provided of non-profits using Kintone to manage data and track outcomes. The document concludes by announcing a contest where attendees can build an app with Kintone to help humanity and win an Amazon Echo.
Jisc aims to support UK universities through technology and digital transformation. It provides digital infrastructure and services to improve education and research. Jisc's vision is for UK institutions to be world leaders in applying technology. The COVID-19 pandemic accelerated the need for technology-enabled learning. Jisc's report recommends universities embed digital culture, invest in blended learning, and ensure inclusivity and accessibility in curriculum redesign. Going forward, Jisc will help universities in areas like leadership, learning and teaching, student experience, and research through solutions, advice and partnerships.
This document discusses dual-mode or hybrid teaching, where students are taught both face-to-face in a classroom and online simultaneously. It notes that dual-mode teaching works best when it combines the in-person and online experience into a cohesive whole that keeps the class together and allows all students to be included. However, it cautions that dual-mode teaching should only be used if it is pedagogically appropriate for both in-person and remote students and there is adequate staffing to fully integrate remote students. The challenge is to provide an equitable experience for both groups using technologies not originally intended for this type of dual delivery.
How will the growth in online learning shape the future design of learning sp...James Clay
The physicality of online learning is an issue that will impact on university campuses as more institutions move to a blended programmes containing elements of online and digital learning and physical in-person learning. In this session James Clay from Jisc will explore the challenges that growth in online learning will bring to learning spaces and the university campus. He will explore what is required for, in terms of space for online learning, but will also consider the space and design implications of delivering online teaching as well. He will discuss what some universities are doing today to meet these challenges and requirements. He will reflect on a possible future where we are able to maximise the use of our space as students have the flexibility to learn online, in-person and across a spectrum of blended possibilities.
Presentation to the University Alliance Teaching and Learning Network Meeting by Jisc on Learning and teaching reimagined and Powering higher education
Education 4.0 – Key Trends in the Current Digital LandscapeJames Clay
Education is changing due to digital technologies. The current digital landscape includes trends like personalized learning, new forms of credentials, and the blending of online and offline education experiences. Universities must adapt to remain relevant by embracing new technologies and developing digital strategies.
Latest trends in intelligent campus designJames Clay
The document discusses latest trends in intelligent campus design, including the development of smart buildings and data hubs that collect and analyze building data. These systems aim to enhance the student experience through intelligent learning and research spaces. Data is collected from various sources like student records, estate information, calendars, and library/energy usage, and stored and analyzed through a central data aggregator and analytics processor. The goal is to create an intelligent estate that facilitates an optimized experience through smart workspaces and collaboration, supported by data-driven insights.
Boosting Student Retention and Achieving Strategic Goals Through Data and Ana...James Clay
Tackling the student mental health challenge by utilising data to enhance student support mechanisms
Transforming learning experience and helping students learn more through personalisation and analytics
Utilising practical mechanisms for engaging with staff and students in order to make smarter procurements in tech
Presentation from the ULCC Future of Technology in Education Conference 1st October 2010.
There is something very beautiful and sensual about a new book. As you open it for the first time you can feel the stiffness of the spine of a book that has never been read. Books are indeed wonderful things, but still, the iPad is the future of reading…
What do we understand by Education 4.0 and the potential impact on universities?James Clay
How will teaching be transformed?
What does personalised adaptive learning look like?
Could we re-imagine assessment?
Do we need to build a fluid digital campus?
What needs to be in place to make that happen?
What do you need to do, to make that happen?
What about privacy, ethics and security?
Digital is core to the UK’s higher education sector, enhancing and creating efficiencies across all aspects of the student experience and supporting staff in delivering excellence. Jisc is the UK digital body dedicated to the education and research communities. Jisc’s vision is for the UK to be the best research and education nation in its use of digital technologies.
“New technologies and approaches are merging the physical, digital, and biological worlds in ways that will fundamentally transform humankind. The extent to which that transformation is positive will depend on how we navigate the risks and opportunities that arise along the way. The changes are so profound that, from the perspective of human history, there has never been a time of greater promise or potential peril.”
– The Fourth Industrial Revolution by Klaus Schwab, founder of the World Economic Forum
The UK education sector needs to transform to meet the requirements of industry 4.0 and student expectations. Artificial intelligence and mixed reality will play a critical role in successfully upskilling, retraining and assessing our workforce to ensure no one is left behind. The world of Industry 4.0 is one of high-level skills such as analysts, AI wranglers, problem solvers and creatives, but also a world of dexterity, such as artisans, carers and robot carers and maintainers.
What’s the first thing you do in the morning? What’s the first thing you do when you sit down at your desk at work? I suspect you are probably checking your e-mail? It wouldn’t surprise me that you leave your e-mail client (like Outlook) open all the time and respond as those little pop-ups appear on your screen. So how often do you check your e-mail?
- The document discusses priorities and initiatives for higher education learning and teaching, including:
- Developing learning analytics and personalization services, as well as digital skills and capabilities.
- Creating an "Intelligent Campus" using data to improve the student experience and institutional efficiencies.
- Launching a "Sticky Campus Roadshow" to demo a mobile digital classroom.
- Publishing reports on next generation digital learning environments and teaching practices.
- Working with universities to prototype new digital learning services and approaches.
Jisc has published reports on next generation learning environments and teaching practices in higher education and further education. It is working with universities and colleges to understand changing behaviors and needs of staff and students. Jisc aims to develop an understanding of next generation digital learning, explore and create prototype new services, and trial new approaches by partnering with innovative individuals.
The document discusses an "Intelligent Campus" project that aims to improve the student experience, make smarter use of campus space, and increase organizational efficiencies through the use of data and technology. It notes the project has engaged over 120 universities and colleges and is collaborating with a small number of pilot programs to test uses of an intelligent campus technology infrastructure.
Smart buildings and spaces are already here; the technology, sensors and data analysis capability are all available, but it isn’t all joined up and so has limited scope in terms of what we can learn and how we can use the knowledge.
Could we build not just a smart science park, but start to build an intelligent science park, where data from the physical, digital and online environments can be combined and analysed, opening up vast possibilities for more effective use of spaces, buildings, energy, people, and then some…
The smart campus is already here; the technology, sensors and data analysis capability is all available, but it isn’t all joined up and so has limited scope in terms of what we can learn and how we can use the knowledge.
In order to enhance the student experience, allow for more effective and efficient use of space, could we take the smart campus and make it intelligent?
Universities and colleges spend billions on their campuses, yet they are frequently underutilised and are often a frustrating experience for students. In this session, I will describe the campus of the future. How does a traditional campus become a smart campus? What are the steps to make a smart campus, an intelligent campus? We have an opportunity to provide our members with a service that can help them address that problem. If we extend our learning analytics infrastructure to collect data from a wider range of institutional software and devices then we can deliver novel insights to institutional managers to help them make their campuses more efficient, improve student experience and deliver higher quality teaching.
The future intelligent campus service aims to find effective ways to use data gathered from the physical estate and combine it with learning and student data from student records, library systems, the virtual learning environment (VLE) and other digital systems. This session will describe what data can be gathered, how it can be measured and explore the potential for enhancing the student experience. It will demonstrate and explain to the delegates what the exciting future of the intelligent campus. Importantly I will also ask delegates to consider the ethical issues when implementing an intelligent campus as well as the legal requirements.
Siemens Presentation - Intelligent Campus Community Event - 17th January 2019James Clay
Siemens vision of the campus of the future. f you are working in the area of the intelligent campus and have an interest in the work being undertaken in this space, we would like to invite you to attend the third of our community events. This community of practice gives people a chance to network, share practice and hear what various institutions are doing. You will have the opportunity to discover more about our intelligent campus project and our work in this space.
Legal and Ethics - Intelligent Campus Community Event - 17th January 2019James Clay
How Jisc is developing guidance on the legal and ethical aspects of the Intelligent Campus. If you are working in the area of the intelligent campus and have an interest in the work being undertaken in this space, we would like to invite you to attend the third of our community events. This community of practice gives people a chance to network, share practice and hear what various institutions are doing. You will have the opportunity to discover more about our intelligent campus project and our work in this space.
Richmond upon Thames College Presentation Intelligent Campus Community Event ...James Clay
If you are working in the area of the intelligent campus and have an interest in the work being undertaken in this space, we would like to invite you to attend the third of our community events. This community of practice gives people a chance to network, share practice and hear what various institutions are doing. You will have the opportunity to discover more about our intelligent campus project and our work in this space.
Technical Update - Intelligent Campus Community Event - 17th January 2019James Clay
If you are working in the area of the intelligent campus and have an interest in the work being undertaken in this space, we would like to invite you to attend the third of our community events. This community of practice gives people a chance to network, share practice and hear what various institutions are doing. You will have the opportunity to discover more about our intelligent campus project and our work in this space.
In the technical update, we talked about the architecture, infrastructure behind the proposed service, how we are building a prototype in the Jisc offices and delivered a live demo.
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
Building Digital Capability - Service Modelling Workshop and Institutional Digital Capability
1. Models
James Clay, Senior Co-Design Manager, Jisc
21/07/2016
Image Credit Fujimi 1/700 Taiho inbox by Marcin https://flic.kr/p/98RG2M CC BY-NC-SA 2.0
2. Building digital capability
» 10.00am Coffee
» 10.30am Introduction and Objectives
» 10.45am What do we understand by digital capability?
» 11.00am Service models activity
» 11.45am Coffee break
» 12.00pm Feedback on models
» 12.45pm Lunch
» 1.30pm Institutional digital capability activity
» 2.15pm Feedback from activity
» 2.45pm Overview of Jisc work in this area
» 3.15pm Final comments
» 3.30pm Close
Programme for today
21/07/2016 Building digital capability
3. Question
What do we understand
by digital capability?
21/07/2016 Building digital capability
4. Building digital capability
»Assumption that staff have the digital capabilities to carry
out their role in a changing digital world.
»But do they?
»How would you know?
»How would they know?
»Who knows?
»Assumption that staff have the digital capabilities to carry
out their role anytime, any location, off or on campus?
21/07/2016 Building digital capability
7. Digital capability: the six elements
21/07/2016 7
ICT
proficiency
Information,
data and
media literacies
Digital
learning and
self development
Digital creation
innovation and
scholarship
Communication,
collaboration and
participation
Digital identity
and wellbeing
8.
9. Old Tools by arbyreed CC BY-NC-SA 2.0 https://flic.kr/p/hQQFyGOld
10. Discovery tool
»We have built a discovery
tool to help staff discover
their digital capability and
provide them with
feedback that will help
them to build their
capability and digital skills
21/07/2016 Embedding digital literacy; building digital capability 10
12. Discovery tool pilots
»As well as large scale tests we have a number of
institutions, FE, HE and Skills who are undertaking small
scale pilots with groups of staff.
»In addition we have provided the Digital capability user
group of eighty plus institutions with a version of the tool
for them to test with small groups.
»As a result we have had further user feedback that will
inform development and functionality.
21/07/2016 12Embedding digital literacy; building digital capability
14. Digital Leadership Course
» The Jisc Digital Leaders programme has been designed
specifically to equip current and aspiring leaders and
managers with the tools and knowledge to inform their
digital practice, enabling them to:
› Become a more effective digital leader or manager
through personal and professional development
› Explore how their organisations can engage more
effectively with the technology at their disposal – at both
strategic and operational levels
› Lead, manage and influence digitally-driven strategy across
organisations, departments, services and teams
21/07/2016 14Emedding digital literacy; building digital capability
15. Digital Leadership Course
»The first paid for course will be run in October.
ȣ2,200 per person
21/07/2016 15Embedding digital literacy; building digital capability
17. Online Offer
»Personalised dynamic online offer.
»“Playlists” of activities, resources, content, guides.
»We are basing the online offer on the upcoming Jisc app
and content store.
»Development on the app and content store is now at the
stage where we able able to link to tagged ‘playlists’ of
relevant content and resources from the discovery tool
results page.
21/07/2016 17Embedding digital literacy; building digital capability
22. Digital capability service models
»This is the core service aimed at all individuals who work
in higher education, further education and skills.The
services allows individuals to discover more about their
digital capability and access personalised feedback,
activities and resources.
Bronze
21/07/2016 Building digital capability
23. Digital capability service models
»This is a more advanced service which through data
collection and analysis provides an institutional
dashboard for the nominated contact, providing
aggregated results and leads into other Jisc services and
training.
Silver
21/07/2016 Building digital capability
24. Digital capability service models
»This service allows institutions to customise various
aspects of the service to enable them to provide localised
personalised service to their staff.The customisation
would allow the institution to provide links to internal
support and resources as well as access to personalised
feedback, activities and resources.
Gold
21/07/2016 Building digital capability
25. Digital capability service models
»This bespoke service provides an end to end journey for
digital capability for the institution. From initial discovery
through institutional overview and design,
implementation and delivery of an institutional
development plan to build digital capability across all staff
in the organisation.
Platinum
21/07/2016 Building digital capability
36. Location independent working
»Benefits to the individual
› Improve work-life balance
› Reduce commute time
› Reduce travel costs
› Remove unnecessary stress
21/07/2016 Building digital capability
37. Location independent working
»Benefits to the university
› Provide employees with flexibility regarding their
working hours and location
› Reduce the occupancy of University premises
› Improve employees’ work life balance and thereby
reduce levels of absenteeism and stress
› Reduce pressure on car parking facilities
› Position the University as an ’employer of choice’
21/07/2016 Building digital capability
39. Location independent working
»Issues in terms of capabilities
› ICT proficiency
› Digital communication
› Digital collaboration
› Digital participation
› Digital wellbeing
21/07/2016 Building digital capability
50. Building institutional digital capability
»Effective use of digital technology by university and
college staff is vital in providing a compelling student
experience and in realising a good return on investment in
digital technology.
› Teaching & Learning
› Research
› Public Engagement
21/07/2016 Building digital capability
54. Institutional digital capability
»Infrastructure
› Ubiquitous wifi, eduroam
› Access to hardware
› Virtual desktops
› Collaborative tools
› Remote working
› Utilisation
› Innovation
21/07/2016 Building digital capability
55. Institutional digital capability
»People services
› Job descriptions
› Skills analysis and audit
› Matrix working
› Appraisal or performance review
› Silo working
› Home working
› Communication
21/07/2016 Building digital capability
58. Virtual learning environment
»Digital learning
»Digital communication
»Digital collaboration
»Digital participation
»Digital innovation
»Digital media literacy
»ICT proficiency
21/07/2016 Building digital capability
59. Virtual learning environment
»Now let’s throw in analytics
› Data literacies
› Information literacies
21/07/2016 Building digital capability
60. So…
Digital capability is core to:Teaching & Learning, Research
and Public Engagement
Dependent on the infrastructure, organisation,
development, data, resources, the campus and content.
Which are the domains of the different functions of the
organisation.
Who need to understand digital and the impact on the
organisation.
21/07/2016 Building digital capability
61. Image by Randy von Liski https://flic.kr/p/8pxy4r CC BY-NC-ND 2.0
62. Dashboard
»Bringing together information and aggregation of data
from usage of the discovery tool.
»We are currently designing the prototype institutional
dashboard based on our emerging understanding of what
the institutional leads want to know about their staff’s
results in the discovery tool.
»Link in with resources and services currently in use and
what is available.
21/07/2016 Building digital capability
63. Further development
»We know from the interest in the project among Jisc
member institutions, and from the reactions and
experiences from pilot sites, that we could usefully
expand the organisational capability side of the service to
help institutions ensure that they have all of the building
blocks in place for a fully digital capable organisation
21/07/2016 Embedding digital literacy; building digital capability 63
66. »There is the main site on the
Jisc website.
»https://www.jisc.ac.uk/rd/proje
cts/building-digital-capability
Web site
»Follow the project on the blog.
»http://digitalcapability.jiscinvol
ve.org/wp/
Project Blog
21/07/2016 Building digital capability
67. Twitter
»Follow the community using
the hashtag #digitalcapability
»https://twitter.com/hashtag/di
gitalcapability?vertical=defaul
t&src=hash
Twitter
21/07/2016 Building digital capability
68. jisc.ac.uk
Except where otherwise noted, this work
is licensed under CC-BY-NC-ND
Get in touch…
Building digital capability
James Clay
Project manager
james.clay@jisc.ac.uk
21/07/2016
http://bit.ly/jiscdigcap
Building digital capability
Editor's Notes
Welcome to this presentation
Image Credit Fujimi 1/700 Taiho inbox by Marcin https://flic.kr/p/98RG2M CC BY-NC-SA 2.0
Effective use of digital technology by university and college staff is vital in providing a compelling student experience and in realising a good return on investment in digital technology. Our codesign work with stakeholders in universities, colleges and skills providers has highlighted that improving the digital skills of the workforce, particularly moving beyond the early adopters, is a key concern across the sectors, and something that they want Jisc to help them address.
Asking the delegates what we mean when we say digital capability?
The ability to live, work and learn in a digital world.
The importance of a shared understanding.
Image Credit James Clay
Jisc are building a digital capability service, comprising initially of four key components.
A digital capability framework which describes the skills needed by staff in a wide range of academic, administrative and professional roles to thrive in a digital environment. This provides a structure to help managers and individuals understand what is needed and supports the development of tools. The generic framework is complete and in use in the sector.
A suite of discovery tools to help individuals and managers in a range of roles identify and reflect on current skills levels and digital capability, and make plans for how these can be improved. The discovery tool is currently in beta piloting.
A digital leadership development programme to support leaders in developing strategy and plans for the kind of digital university or college they want theirs to become, and the workforce skills that will require.
Tailored packages of online information and staff development resources.
We have published the framework, the background report, profiles…
The Jisc '7 elements of digital literacy' model is well used and recognised (93% recognition from survey April 2015). Most other frameworks and definitions can be fitted comfortably into one or more of the elements as originally defined. However, since it was first devised, two issues have emerged as critical in living, learning and working effectively with technology: data literacy in an age of proliferating personal data, big/deep data and data hacking, and various aspects of 'well-being' (health, safety, work-life balance, relationships, personal safety and privacy) in an increasingly hybridised (real/virtual) environment. Some of the original elements also look a bit dated as digital practice has moved on and as discourse about digital literacy has become more nuanced and widely shared. The most significant change is to combine 'information' with 'media' literacies, as feedback suggests that users have difficulty distinguishing between the two.
This version has been adapted considerably from an earlier version in response to detailed feedback from 16 stakeholders (over 40 were consulted over the initial version) and broad brush feedback from consultation events, which are ongoing. There was consensus over the need for shared language and an appetite for a shared framework, but one that was mapped carefully to other
frameworks such as the SCONUL 7 pillars, CILIP, ANCIL, UK PSF, Vitae digital lens etc showing how and where these representations add detail to the broader picture.
The framework was seen as most useful to:
bridge staff and student digital capabilities (i.e. supporting discussion about and planning for both in departments and services)
plan for embedding digital capabilities into specific subject areas (for which the 7 elements are already well used)
map digital expertise across different staff
Looking to create more profiles, encouraging organisations and sector bodies to create profiles.
Image Credit Old Tools by arbyreed CC BY-NC-SA 2.0 https://flic.kr/p/hQQFyGOld
An individual user will be provided with a link to help them understand their own and build their digital capability.
This tool will help them discover their digital capabilities and assess what they can do to build your skills and experience across the six digital capabilities, broken down into twelve sub-elements.
Having answered the questions in the tool the user is provided with a diagram which reflects their current level of digital capability, which they will be able to compare with others who are similar to them.
They will be provided with a series of feedback statements across the twelve sub-elements of digital capability. The focus of the statements will be about helping them to help themselves to build their own digital capability.
Screengrab of the beta version of the tool
Pilots
Image Credit James Clay
The Jisc Digital Leaders programme has been designed specifically to equip current and aspiring leaders and managers with the tools and knowledge to inform their digital practice, enabling them to:
Become a more effective digital leader or manager through personal and professional development
Explore how their organisations can engage more effectively with the technology at their disposal – at both strategic and operational levels
Lead, manage and influence digitally-driven strategy across organisations, departments, services and teams
Strategic challenges across the higher and further education sectors, such as those posed by the FELTAG, Area Based Reviews, teaching excellence framework and open research agenda, need embedded, organisation-wide digital capability in order to successfully implement technology-driven responses.
These responses might include, increased uptake of cloud and data-driven solutions, adoption of analytics for decision-making and learner-support or improving network and learning technology access for staff and students to enable blended learning to happen more effectively. Digitally-informed and empowered leaders not only embrace the innovation, collaboration and efficiency gains these bring to their organisation, but also create an environment where others can fully exploit and embed them in their practice.
These playlists will be updated as new content and resources are published.
Playlists will be personalised to sector, role, level and capability.
Image credit: Lego Color Bricks by Alan Chia CC BY-SA 2.0 https://commons.wikimedia.org/wiki/File:Lego_Color_Bricks.jpg via Wikimedia Commons
Asking the delegates what we mean when we say institutional digital capability?
The ability to live, work and learn in a digital world.
The importance of a shared understanding.
Asking the delegates what we mean when we say institutional digital capability?
The ability to live, work and learn in a digital world.
The importance of a shared understanding.
Asking the delegates to review the models and provide feedback and reflection
Asking the delegates what we mean when we say institutional digital capability?
The ability to live, work and learn in a digital world.
The importance of a shared understanding.
Twitter Bird by DryIcons with permission https://www.smashingmagazine.com/2008/09/practika-a-free-icon-set/
This was my first ever tweet…
How could I use Twitter?
What was the point?
HIV Clinic e-mail error
A “mistake” resulted in the “leak” of 780 e-mail addresses of patients who attended an HIV clinic in London.
The clinic blamed the breach on “human error”.
There are some key digital capability lessons that come out from this incident. Why was “simple” e-mail been used to send out a newsletter, when there was a risk of a leak of sensitive data?
The clinic were fined £180,000
Read more https://digitalcapability.jiscinvolve.org/wp/2015/09/03/focus-on-data-literacies-and-ict-proficiency-the-importance-of-digital-capabilities/
NERC and BoatyMacBoatface
Don’t ask the internet to name stuff, don’t expect them to take it seriously.
Location independent working
http://lawriephipps.co.uk/?p=8065
“Work is something you do, not somewhere you go!”
Obviously this is not true for many people – from chefs to hospital staff, work is somewhere you obviously go. But in a connected world, it doesn’t need to be true for everyone. Moreover, now, it is not just something and somewhere, but also somewhen.
Location independent working
The insistence that the only legitimate place for work to take place is within an office or a building results in a situation where it can be difficult to parse out where physical presence is actually necessary, because the working assumption is that it is always necessary.
Doing the iterative exploration allows people to figure out when face to face meetings are crucial, or can be substituted for with emails, Skype or phone calls, texting exchanges, or even social media DMs.
People can become more connected and communicative when allowed a wider range of possibilities, rather than locking communication into tethered channels, and mistaking physical location for presence or attention.
The web affords us new ways of working, new opportunities to connect. It furthermore allows for a richer experience of work and life, rather than forcing us to segregate our time from ourselves via physical location, allowing us to choose when and where we are most productive, and how to conserve our face to face energy for those times that truly require it.
But we mustn’t assume that staff have the necessary digital capabilities to do so.
There are various tools and services out there that can support location independent working as well as tools such as the VLE.
So people can work anywhere, anytime….
Isn’t that risky?
Yes.
But similar risks exist when working in offices and physical locations.
Presence doesn’t necessary mean productivity.
Image Credit Old Man's Desk by Daniel Hansson CC BY 2.0 https://flic.kr/p/2oeYqL
Image Credit James Clay
Is capability to use the VLE just about digital learning capability?
Often failure to make best use of the VLE is because of a lack of capability and training in a range of capabilities. Assumptions are made that people will be able to pick it up because they can use e-mail.
Start to think about learning analytics, next generation learning environments and the importance of data and information literacy starts to come to the fore…
Image Credit: Moyan Brenn https://flic.kr/p/e7M5Qx CC BY 2.0
Image Credit https://flic.kr/p/b93YGx
There is the main site on the Jisc website.
https://www.jisc.ac.uk/rd/projects/building-digital-capability
Follow the project on the blog.
http://digitalcapability.jiscinvolve.org/wp/