A talk from Connect More in Wales 2018. Speakers: - Mark Ayton, subject specialist (strategy and business process), Jisc - Marian Jebb, head of quality and effectiveness policy branch, Welsh Government DfES

1. Wales
Thursday 5 July

2. Digital 2030
A strategic framework for post-16 digital learning in Wales
Marian Jebb – Welsh Government
Mark Ayton – Jisc

3. »The need for the Digital 2030 Framework – Marian Jebb
»Stakeholder engagement principles and process – Mark Ayton
»The Vision, Aims & Objectives – Marian Jebb
»Challenges and support – Mark Ayton
»Embracing the challenges – Marian and Mark
Contents

4. The need for the Digital
2030 Framework
Marian Jebb

5. The need for the Digital 2030 Framework
Despite tight funding, the sector must find the means to
foster learning organisations capable of adapting to the
wealth of opportunities that digital learning technology can
bring.
The FE sector is keen to innovate, and is
already doing so, but … in a fragmented
manner, without strategic support.

6. »CollegesWales seminar in March 2017:
› Strong appetite for a national strategic vision and framework
› Developed from the ground up, with strong stakeholder
involvement at all stages
› Perceived benefits included:
– A shared vision and more unified approach
– Improved efficiency
– Clearer continuum for learners
– Better identification of investment and support needs, including
professional learning
The need for the Digital 2030 Framework

7. Framework development
principles and process
Mark Ayton

8. The principles
People who perform their role every day are experts in
their processes
If a person or group identifies a goal or improvement,
they will own it
Why crowd source vision and strategy?
The starting point:
“What do we need to achieve?”
( Not “How can we use technology” ! )

9. The five development phases and their key elements
Accountability
Cross-
functionality
Objective
implementation
management
guidance
Wider
stakeholder
review
Objective inter-
dependencies
Peer review of
strategic objectives
Agreed areas of
responsibility
Development of
objectives for each
strategic improvement
area
Objective
building teams
Assembly of
considerations for
the strategic
objectives
Student voice Staff
perception
Inspection
standards and
reports
Development of the
DigitalVision
National and
organisational
values
Benefits
desired, barriers
perceived

10. The lead crowd - Development of the Digital Vision

11. Two questions
What are the benefits that digital technology
should bring?
What is preventing the realisation of these?

12. Themes that emerged
Benefits:
Learners
Working practices
Community
Business
Barriers:
Course delivery
Digital literacy
Governance
Infrastructure

13. The big crowd - Assembly of the considerations
Strategic
objective building
process
HR and Staff
development
Infrastructure &
technical support
Leaders,
administrators &
business support
Curriculum
Managers &
Delivery staff
A&I, Resources
Inspection
standards and
reports
Visionary,
game changing
ideas
Learners
Employer &
community
engagement

14. The specialist crowds - Development of objectives
The crowd
sourced
improvement
information
Leadership,
Compliance and
Quality assurance
Infrastructure and
Enterprise systems
Teaching,
curriculum and
assessment
Accessibility,
inclusion and
Resources
Staff engagement
and development
Employer
and community
engagement

15. The objective building process
At a workshop for each specialist group…
Categorise the data into
themes
Distil each theme into
summary sentences
Moderate and allocate the
summary sentences
Draft impact oriented
objectives

16. Closing the loop – Peer review
Have the recommendations and issues identified by the Big
Crowd been captured and addressed in the objectives?
People who perform their role every day are experts in their processes
Do the objectives support the vision of the Lead Crowd?
Are the objectives a true representation of the Specialist
Crowds’ knowledge and expertise?
If a person or group identifies a goal or improvement, they will own it

17. The implementation crowd – Owning improvement
Continuous
cross-functional steering group
Upgrade project
team
Curriculum
development team
● Positioning -Where are we now?
● Aims -Where do we want to be?
● Measures - How will we know when we get there?
Participative
cultural development
Stakeholder engagement and
support
Process
improvement team
Objective
owner Objective
owner
Objective
owner

18. Vision, Aims and
Objectives
Marian Jebb

19. The National Digital Vision for post 16 learning
● The appropriate use of digital technology will support:
Development of learners’ and staff’s employability, wellbeing and confidence through an accessible, user-
centred learning experience
● This will be carried out in a way that:
Enables learner engagement and motivation by building their digital and subject skills through innovative,
inclusive, and interactive learning experiences inWelsh, English and bilingually
Maintains a focus on staff development outcomes that will release time for building digital skills aligned to
the professional standards for further education and work-based learning
Empowers staff and learners to develop effective collaborative and cross-functional working practices at
every level
Provides clear leadership and cross-organisational coordination that supports achieving shared goals
Ensures a dynamic, agile and reliable infrastructure through adequate staffing and technical resources
Improves business processes, and seeks to attract investment and partnerships
● So that:
Employers’ skills needs are addressed, and learners’ life-skills are developed, through the 2020s

20. The Digital 2030 aims (1 of 2)
i. Staff and learners achieve clear, nationally agreed standards of digital skills that
meet industry, private and public sector requirements
ii. The learner experience is enhanced through appropriate access to, and use of,
technology
iii. The coherence of, and accessibility to, learning is increased through a range of
curriculum delivery methods that are appropriate to learner needs and the learning
environments
iv. A safe and secure teaching and learning experience is enabled and managed for all
learners and staff through the provision of appropriate virtual and physical
environments

21. The Digital 2030 aims (2 of 2)
v. The benefits of, and barriers to, desired outcomes from the use of digital technology
are understood by all staff through a clear vision and strategic implementation
management process
vi. Continual improvement of the learner experience and business processes is enabled
through the best use of digital technology
vii. A culture of collaboration ensures that information and best practice are shared to
drive effective use of digital skills to support leadership, learning and business
processes
viii. Staff, learning and business resources are aligned to enable efficient support of the
continually evolving digital requirements of post 16 education

22. Activity: Implementation
challenges and support
Mark Ayton

23. Implementation challenges and support
Follow the link on this slide
Select the aim you feel will present the
biggest challenge(s)
Describe the biggest challenge(s) you feel
this aim will present
Identify the organisational aspect(s) that
will feel the challenge(s) most
Describe the support that might help to
address the challenge(s)
Add additional challenges using the
“Submit another response” link
Finally, view the survey summary by
clicking “See previous responses”
Go to the survey here:
https://goo.gl/4JSpNK

24. Open discussion
Marian Jebb & Mark Ayton

25. Reflections on the activity outputs…
»Are any of the aims particularly challenging?
»Will some organisational areas need more support than
others?
»Is there potential for collaborative support networks?
»How can stakeholders best be engaged in addressing the
challenges?
»What should happen after today?

26. Except where otherwise noted, this work is licensed under CC-BY-NC-ND.
Thankyou
Marian Jebb
Head of Post-16 Quality and Data Management
Welsh Government
Mark Ayton
Subject Specialist – Strategy and business process
Jisc