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The Jisc
stakeholder
strategic
update
7 December 2023
Welcome
Alice Colban, deputy chief executive and chief operating officer, Jisc
Welcome and house keeping
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This session will be recorded and
will be shared with everyone
registered as soon as possible.
3 The Jisc stakeholder strategic update
Agenda
Time Duration Session Lead
10:00 – 10:05 5 minutes Welcome Alice
10:05 – 10:20 15 minutes Looking back - An overview of some of the key achievements from the
last year
Paul
10:20 – 10:50 30 minutes In their own words - To officially mark the publication of the annual
review, we’ll hear from a few willing members and customers, who’ll
share their stories of working with us
Shân,
Rory and Chris
10:50 – 10:55 5 minutes Break
10:55 – 11:10 15 minutes Looking ahead - an update on priorities for the year ahead Heidi
11:10 – 11:20 10 minutes Our finances Nicola
11:20 – 11:50 30 minutes Q&A Alice
11:50 – 12:00 10 minutes Close Alice
4 The Jisc stakeholder strategic update
Looking back
Professor Paul Boyle, chair, Jisc
ji.sc/annual-review
6 The Jisc stakeholder strategic update
Jisc’s critical services
Cloud Connectivity and
cyber security
Data
collections
and statistics
Content and
discovery
Data analytics
Licensing Open
research Student
experience
Verification
services
7 About Jisc
We provide critical services in…
Estimated economic value of Jisc services
Estimated total savings for the
HE and FE sectors
Estimated
total savings
£300m
Connectivity
and cyber
security, £140m
Licensing,
£136m
Cloud and T&I,
£15m
Wider gross benefits of
Jisc services
Connectivity: up to £0.5bn
Cyber security: up to £1bn
Trust and identity: up to £0.1bn
Cloud services: up to £1.2bn
Source: Frontier economics report 2023
8 The Jisc stakeholder strategic update
Leading on data
collection and analysis
for the sector following
the HESA merger and
launch of the new data
strategy and HESA Data
Platform
9 The Jisc stakeholder strategic update
Digital transformation at
Bridgend College
When Bridgend College wanted to
host British Horse Society events at
its equine centre, Jisc’s extending
eduroam came at just the right
moment.
“The confidence I have
in the connectivity
comes from the
relationship we have
with Jisc – I trust them.”
10 The Jisc stakeholder strategic update
Springer nature:
£2m
savings
for the sector
1,000
UK-based
researchers from
50 institutes
working on data
from CERN over
Janet
96%
+ 90%
enabling articles
and journals to be
compliant and
eligible for UKRI
funding
11 The Jisc stakeholder strategic update
7,000
Delegates across
160
events
Supported
40
communities with
thousands
of members
12 The Jisc stakeholder strategic update
https://ji.sc/generative-ai https://ji.sc/digital-
transformation-framework-he
https://ji.sc/digital-
carbon-footprint
13 The Jisc stakeholder strategic update
18m
people
1.6m
devices using
eduroam’s national
RADUS proxy servers
every month
99.9%
rolling
availability
across all services
1,000
connected
organisations
16
major business
impacting
events
supported
509
DDoS attacks
mitigated
targeting 92 members
14 The Jisc stakeholder strategic update
94%
see Jisc as their
trusted
partner*
90%
combined customer
satisfaction
*Source: Jisc’s annual leadership survey -
546 agreed, out of 580
15 The Jisc stakeholder strategic update
University of Northampton
Shân Wareing, deputy vice chancellor
University of Northampton
Rethinking
Learning and
Curriculum Design
at the University
of Northampton
Professor Shân Wareing
Deputy Vice Chancellor
UON
University of
Northampton
c.14,400 students studying in Northampton;
c. 6,100 students study off campus in the UK and
internationally, mainly through partnership
arrangements.
.
Faculty Number of Programmes
with PSRB Accreditation
Arts, Science and Technology 26
Business and Law 17
Health, Education and Society 29
Waterside Campus,
University of Northampton
• Built on a brown field site and
opened in 2018
• Replacing two older campuses on
much larger footprints and buildings
in varying stages of disrepair
• Pedagogy and student experience
integrated into site design and
building architecture
• Conceived as a sustainable and
digitally enabled campus, with
adaptable learning and teaching
spaces, based on laptops and
‘BYOD’, reduced paper use, open
plan, hot desking staff office space
(without physical filing), and shared
networked printers.
Rethinking Learning
and Curriculum
Design
Active Blended Learning
A Constructivist and social learning pedagogic model, ABL
focuses on students’ construction of knowledge and skills
development through tasks and interactions with peers,
staff, and through work-based learning (off site or virtual).
ABL unites these pedagogic approaches in a physical and
virtual learning environment, combining face-to-face
activities with synchronous and asynchronous digitally
enabled learning.
Campus spaces are designed for collaboration, small group
learning, and one-to-one conversations. Relatively little
space on campus is suitable for larger group meetings or
lectures.
Learning Resources and
Space
• The Learning Hub, and to a large extent the Waterside campus, is built around four guiding
principles; it is Adaptable, Integrated, IT Rich and Democratic.
• The library is woven through the main Learning Hub building design so that students, staff and
visitors are immersed in the library service, without actually stepping into a building named
‘Library’
• All buildings at Waterside offer a mix of task orientated spaces to be shared by all users; the
Learning Hub blends teaching, working, learning, catering and social spaces and is the popular
environment on campus.
• Most space is adaptable and not imprinted with the culture of particular disciplines, however it
avoids being sterile and corporate, including eclectic and even eccentric spaces.
• The campus move meant a reduction of around 43% in the print collections. Titles on reading
lists were replaced, where possible, with e-versions. A data driven approach was taken to
appropriateness, relevance and usage of print titles. The result is a much harder working and
relevant print collection.
Ongoing work
• Initially the wi-fi wasn’t consistently up to the demands
of teaching, studying, streaming and gaming. This has
since been addressed but impacted NSS results for
learning resources for several years.
• Still working out how to really evaluate ABL (or abl)
• IT architecture and systems integration - VLE (NILE aka
Blackboard Ultra), and MyEngagement (learner
analytics) work well; a new student record system
programme is ongoing, and we continue to work on
improving attendance monitoring software, and
timetabling,
UON academic staff report digital support and competence at the rate above the sector
average.
Jisc Digital Insights Survey 2022
Finding UON % Sector % Difference
more likely to go to teaching and learning/e-learning staff for help with
online and digital skills
65 43 22
more likely to use collaborative applications e.g., Teams, virtual boards,
wikis
54 39 15
more likely to have had support or training for digital copyright and
licensing
37 24 13
more likely to have had support or training for creating accessible
digital content
46 35 11
Working with
Jisc
• Communities, networks
• Staff development, showcasing
• Surveys, benchmarking, case
studies
• Horizon scanning, research
• Expert advice
Thank
you!
Coleg y Cymoedd
Rory Meredith, director of digital strategy and innovation
Chris Joseph, director of IT services
Coleg y Cymoedd
Improving
Everything,
Everywhere,
All At Once.
PRESENTATION AGENDA
01. Introductions
02. Context & Challenges
03. The Path To Improvement
04. Looking To The Future
Rory Meredith
Director of Digital
Strategy and Innovation
Coleg Y Cymoedd
Chris Joseph
Head of IT Services
Coleg Y Cymoedd
CONTEXT
&
CHALLENGES
Director of Digital
Strategy & Innovation
Head of
IT Services
IT Systems
& Project
Manager
IT
Administrator
Senior IT Technician
IT
Officer
Systems and Projects
Senior IT Technician
IT
Officer
IT
Officer
IT
Officer
IT
Officer
IT Support
Director of Digital
Strategy & Innovation
Head of
IT Services
IT Systems
& Project
Manager
IT
Administrator
IT Systems
& Project
Manager
Senior IT Technician
IT
Officer
IT Systems
& Project
Coordinator
Systems and Projects
Senior IT Technician
IT
Officer
IT
Officer
IT
Officer
IT
Officer
IT
Officer
IT
Officer
IT Support
WITH A LITTLE HELP FROM OUR FRIENDS
Cyber Security Assessment
WITH A LITTLE HELP FROM OUR FRIENDS
Cyber Security Assessment
Infrastructure Review
Director of Digital
Strategy & Innovation
Head of
IT Services
IT Systems
& Project
Manager
IT
Administrator
IT Systems
& Project
Manager
Senior IT Technician
IT
Officer
IT Systems
& Project
Coordinator
Systems and Projects
Senior IT Technician
IT
Officer
IT
Officer
IT
Officer
IT
Officer
IT
Officer
IT
Officer
IT Support
IT Systems
Administrator
IT Systems
Administrator
WITH A LITTLE HELP FROM OUR FRIENDS
Cyber Security Assessment
Infrastructure Review
Cyber Essentials Plus
WITH A LITTLE HELP FROM OUR FRIENDS
Cyber Security Assessment
Infrastructure Review
Cyber Essentials Plus
Ransomware Incident Response Workshop
LOOKING TO THE FUTURE
Confident
Capable
Better Prepared
Better Protected
THANK YOU
Any
questions?
Break
5 minutes
Looking
forward
Heidi Fraser-Krauss, CEO, Jisc
Jisc strategy 2022 - 2025
The trusted partner in digital transformation
Building on our core strengths and leveraging
the collective power of the sectors to maximise our impact
We will achieve this by focussing on three things:
1 2 3
Delivering the
right solutions
Empowering
communities
Be a force
for good
44 The Jisc stakeholder strategic update
Jisc strategic objectives – 2023 / 2024
Customer
`
Offering Experience
It starts with…
Investment
Connectivity
Cyber
Data
Software and
licensing
The offering
We're growing the
software licensing,
increasing the
volume of products
and services
Continuing to
expand our
AI support for the
sector
Continuing our work
on understanding
emissions of us and
the sector
Delivering the
right solutions
Empowering
communities
Be a force
for good
High quality customer experience…
Improving our finance
processes for
customers
Reducing the time to
resolve complaints and
preventing more issues
from becoming
complaints
Our overall target for
customer satisfaction
this year is 91%.
Delivering the right solutions
Full deployment
of Janet resilient
access to FE and
beyond
BETA pilot of our
new IT health
check service
Launch of
extending
eduroam
(Edubox)
Launch of Cyber
Security Threat
Monitoring service
(CSTM) and the
continued development
of a Jisc SOC service
BETA pilot and launch of
Open Athens Connect
BETA pilot and Launch
of Octopus service
BETA pilot and Launch
of Equipment.Data
Launch of
redeveloped and
improved Online
Surveys
BETA pilot of an
initial SD-WAN
service
BETA pilot of the
redeveloped Learning
Analytics service, with
full-service launch
planned for early 24/25
The trusted partner in
digital transformation
Financial
summary
Nicola Arnold, chief financial officer, Jisc
Year end results
Unrestricted funds 2023
£’000
Restricted funds 2023
£’000
Total funds 2023
£’000
Total funds 2022
£’000
Donations and grants 53,358 20,221 73,579 71,970
Income from charitable activities 23,746 247 23,993 18,205
Income from trading with members 18,413 45 18,458 16,207
Income from other trading activities 27,028 - 27,028 22,832
Investment income 717 - 717 296
Income 123,262 20,513 143,775 129,510
Expenditure from charitable activities 64,716 8,850 73,566 44,766
Expenditure from trading with members 63,639 10,692 74,331 73,409
Other trading activities 2,922 - 2,922 4,355
Grants (48) 41 (7) 134
Other (gains)/losses (757) - (757) 357
Expenditure 128,772 19,583 150,055 123,021
Net (expenditure)/income before movement in pension provision (7,210) 930 (6,280) 6,489
Movement in pension provision 1,700 - 1,700 (16,812)
Net (expenditure)/income (5,510) 930 (4,580) (10,323)
Transfers between funds 5,163 (5,163) - -
Other unrealised gains/(losses) 931 - 931 3,302
Exceptional items - 2,149 2,149 -
Net movement in funds for the year 584 (2,084) (1,500) (7,021)
53 The Jisc stakeholder strategic update
Finance - income
Total income
£143.8m
Donations from UK funding bodies, 51%
Connectivity, 11%
Jisc membership subscription, 9%
Trust and identity, 8%
Cloud, 4%
HESA subscription, 7%
Library, learning and research. 2%
Prospects.ac.uk, 2%
Other, 6%
54 The Jisc stakeholder strategic update
Finance - expenditure
Expenditure
£149.1m
Cloud 4%
Connectivity 34%
Cyber 7%
Data analytics 4%
Events 1%
Libraries, learning resources & research 6%
Advice and guidance 6%
Student experience 6%
Data collections and statistics 7%
Trust and identity 3%
Governance costs 2%
Support costs 18%
Other 4%
55 The Jisc stakeholder strategic update
Q&A
Alice Colban, deputy chief executive
and chief operating officer, Jisc
Close

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Jisc stakeholder strategic update 2023

  • 2. Welcome Alice Colban, deputy chief executive and chief operating officer, Jisc
  • 3. Welcome and house keeping Online delegates microphones and cameras are turned off. Please put any questions into the Q&A pane. If you have any technical issues, please put this into the main chat pane, make sure you select 'hosts and panelists’. If you have any general comments, please use the main chat pane, make sure you select 'everyone’. The live transcript has been enabled for this event. If you'd like to amend your personal viewing options, you can do so at the bottom of your screen. This session will be recorded and will be shared with everyone registered as soon as possible. 3 The Jisc stakeholder strategic update
  • 4. Agenda Time Duration Session Lead 10:00 – 10:05 5 minutes Welcome Alice 10:05 – 10:20 15 minutes Looking back - An overview of some of the key achievements from the last year Paul 10:20 – 10:50 30 minutes In their own words - To officially mark the publication of the annual review, we’ll hear from a few willing members and customers, who’ll share their stories of working with us Shân, Rory and Chris 10:50 – 10:55 5 minutes Break 10:55 – 11:10 15 minutes Looking ahead - an update on priorities for the year ahead Heidi 11:10 – 11:20 10 minutes Our finances Nicola 11:20 – 11:50 30 minutes Q&A Alice 11:50 – 12:00 10 minutes Close Alice 4 The Jisc stakeholder strategic update
  • 5. Looking back Professor Paul Boyle, chair, Jisc
  • 6. ji.sc/annual-review 6 The Jisc stakeholder strategic update
  • 7. Jisc’s critical services Cloud Connectivity and cyber security Data collections and statistics Content and discovery Data analytics Licensing Open research Student experience Verification services 7 About Jisc We provide critical services in…
  • 8. Estimated economic value of Jisc services Estimated total savings for the HE and FE sectors Estimated total savings £300m Connectivity and cyber security, £140m Licensing, £136m Cloud and T&I, £15m Wider gross benefits of Jisc services Connectivity: up to £0.5bn Cyber security: up to £1bn Trust and identity: up to £0.1bn Cloud services: up to £1.2bn Source: Frontier economics report 2023 8 The Jisc stakeholder strategic update
  • 9. Leading on data collection and analysis for the sector following the HESA merger and launch of the new data strategy and HESA Data Platform 9 The Jisc stakeholder strategic update
  • 10. Digital transformation at Bridgend College When Bridgend College wanted to host British Horse Society events at its equine centre, Jisc’s extending eduroam came at just the right moment. “The confidence I have in the connectivity comes from the relationship we have with Jisc – I trust them.” 10 The Jisc stakeholder strategic update
  • 11. Springer nature: £2m savings for the sector 1,000 UK-based researchers from 50 institutes working on data from CERN over Janet 96% + 90% enabling articles and journals to be compliant and eligible for UKRI funding 11 The Jisc stakeholder strategic update
  • 12. 7,000 Delegates across 160 events Supported 40 communities with thousands of members 12 The Jisc stakeholder strategic update
  • 14. 18m people 1.6m devices using eduroam’s national RADUS proxy servers every month 99.9% rolling availability across all services 1,000 connected organisations 16 major business impacting events supported 509 DDoS attacks mitigated targeting 92 members 14 The Jisc stakeholder strategic update
  • 15. 94% see Jisc as their trusted partner* 90% combined customer satisfaction *Source: Jisc’s annual leadership survey - 546 agreed, out of 580 15 The Jisc stakeholder strategic update
  • 16. University of Northampton Shân Wareing, deputy vice chancellor University of Northampton
  • 17. Rethinking Learning and Curriculum Design at the University of Northampton Professor Shân Wareing Deputy Vice Chancellor UON
  • 18. University of Northampton c.14,400 students studying in Northampton; c. 6,100 students study off campus in the UK and internationally, mainly through partnership arrangements. . Faculty Number of Programmes with PSRB Accreditation Arts, Science and Technology 26 Business and Law 17 Health, Education and Society 29
  • 19. Waterside Campus, University of Northampton • Built on a brown field site and opened in 2018 • Replacing two older campuses on much larger footprints and buildings in varying stages of disrepair • Pedagogy and student experience integrated into site design and building architecture • Conceived as a sustainable and digitally enabled campus, with adaptable learning and teaching spaces, based on laptops and ‘BYOD’, reduced paper use, open plan, hot desking staff office space (without physical filing), and shared networked printers.
  • 20. Rethinking Learning and Curriculum Design Active Blended Learning A Constructivist and social learning pedagogic model, ABL focuses on students’ construction of knowledge and skills development through tasks and interactions with peers, staff, and through work-based learning (off site or virtual). ABL unites these pedagogic approaches in a physical and virtual learning environment, combining face-to-face activities with synchronous and asynchronous digitally enabled learning. Campus spaces are designed for collaboration, small group learning, and one-to-one conversations. Relatively little space on campus is suitable for larger group meetings or lectures.
  • 21. Learning Resources and Space • The Learning Hub, and to a large extent the Waterside campus, is built around four guiding principles; it is Adaptable, Integrated, IT Rich and Democratic. • The library is woven through the main Learning Hub building design so that students, staff and visitors are immersed in the library service, without actually stepping into a building named ‘Library’ • All buildings at Waterside offer a mix of task orientated spaces to be shared by all users; the Learning Hub blends teaching, working, learning, catering and social spaces and is the popular environment on campus. • Most space is adaptable and not imprinted with the culture of particular disciplines, however it avoids being sterile and corporate, including eclectic and even eccentric spaces. • The campus move meant a reduction of around 43% in the print collections. Titles on reading lists were replaced, where possible, with e-versions. A data driven approach was taken to appropriateness, relevance and usage of print titles. The result is a much harder working and relevant print collection.
  • 22. Ongoing work • Initially the wi-fi wasn’t consistently up to the demands of teaching, studying, streaming and gaming. This has since been addressed but impacted NSS results for learning resources for several years. • Still working out how to really evaluate ABL (or abl) • IT architecture and systems integration - VLE (NILE aka Blackboard Ultra), and MyEngagement (learner analytics) work well; a new student record system programme is ongoing, and we continue to work on improving attendance monitoring software, and timetabling,
  • 23. UON academic staff report digital support and competence at the rate above the sector average. Jisc Digital Insights Survey 2022 Finding UON % Sector % Difference more likely to go to teaching and learning/e-learning staff for help with online and digital skills 65 43 22 more likely to use collaborative applications e.g., Teams, virtual boards, wikis 54 39 15 more likely to have had support or training for digital copyright and licensing 37 24 13 more likely to have had support or training for creating accessible digital content 46 35 11
  • 24. Working with Jisc • Communities, networks • Staff development, showcasing • Surveys, benchmarking, case studies • Horizon scanning, research • Expert advice
  • 26. Coleg y Cymoedd Rory Meredith, director of digital strategy and innovation Chris Joseph, director of IT services Coleg y Cymoedd
  • 28. PRESENTATION AGENDA 01. Introductions 02. Context & Challenges 03. The Path To Improvement 04. Looking To The Future
  • 29. Rory Meredith Director of Digital Strategy and Innovation Coleg Y Cymoedd Chris Joseph Head of IT Services Coleg Y Cymoedd
  • 31. Director of Digital Strategy & Innovation Head of IT Services IT Systems & Project Manager IT Administrator Senior IT Technician IT Officer Systems and Projects Senior IT Technician IT Officer IT Officer IT Officer IT Officer IT Support
  • 32.
  • 33. Director of Digital Strategy & Innovation Head of IT Services IT Systems & Project Manager IT Administrator IT Systems & Project Manager Senior IT Technician IT Officer IT Systems & Project Coordinator Systems and Projects Senior IT Technician IT Officer IT Officer IT Officer IT Officer IT Officer IT Officer IT Support
  • 34. WITH A LITTLE HELP FROM OUR FRIENDS Cyber Security Assessment
  • 35. WITH A LITTLE HELP FROM OUR FRIENDS Cyber Security Assessment Infrastructure Review
  • 36. Director of Digital Strategy & Innovation Head of IT Services IT Systems & Project Manager IT Administrator IT Systems & Project Manager Senior IT Technician IT Officer IT Systems & Project Coordinator Systems and Projects Senior IT Technician IT Officer IT Officer IT Officer IT Officer IT Officer IT Officer IT Support IT Systems Administrator IT Systems Administrator
  • 37. WITH A LITTLE HELP FROM OUR FRIENDS Cyber Security Assessment Infrastructure Review Cyber Essentials Plus
  • 38. WITH A LITTLE HELP FROM OUR FRIENDS Cyber Security Assessment Infrastructure Review Cyber Essentials Plus Ransomware Incident Response Workshop
  • 39. LOOKING TO THE FUTURE Confident Capable Better Prepared Better Protected
  • 44. Jisc strategy 2022 - 2025 The trusted partner in digital transformation Building on our core strengths and leveraging the collective power of the sectors to maximise our impact We will achieve this by focussing on three things: 1 2 3 Delivering the right solutions Empowering communities Be a force for good 44 The Jisc stakeholder strategic update
  • 45. Jisc strategic objectives – 2023 / 2024 Customer
  • 48. The offering We're growing the software licensing, increasing the volume of products and services Continuing to expand our AI support for the sector Continuing our work on understanding emissions of us and the sector Delivering the right solutions Empowering communities Be a force for good
  • 49. High quality customer experience… Improving our finance processes for customers Reducing the time to resolve complaints and preventing more issues from becoming complaints Our overall target for customer satisfaction this year is 91%.
  • 50. Delivering the right solutions Full deployment of Janet resilient access to FE and beyond BETA pilot of our new IT health check service Launch of extending eduroam (Edubox) Launch of Cyber Security Threat Monitoring service (CSTM) and the continued development of a Jisc SOC service BETA pilot and launch of Open Athens Connect BETA pilot and Launch of Octopus service BETA pilot and Launch of Equipment.Data Launch of redeveloped and improved Online Surveys BETA pilot of an initial SD-WAN service BETA pilot of the redeveloped Learning Analytics service, with full-service launch planned for early 24/25
  • 51. The trusted partner in digital transformation
  • 52. Financial summary Nicola Arnold, chief financial officer, Jisc
  • 53. Year end results Unrestricted funds 2023 £’000 Restricted funds 2023 £’000 Total funds 2023 £’000 Total funds 2022 £’000 Donations and grants 53,358 20,221 73,579 71,970 Income from charitable activities 23,746 247 23,993 18,205 Income from trading with members 18,413 45 18,458 16,207 Income from other trading activities 27,028 - 27,028 22,832 Investment income 717 - 717 296 Income 123,262 20,513 143,775 129,510 Expenditure from charitable activities 64,716 8,850 73,566 44,766 Expenditure from trading with members 63,639 10,692 74,331 73,409 Other trading activities 2,922 - 2,922 4,355 Grants (48) 41 (7) 134 Other (gains)/losses (757) - (757) 357 Expenditure 128,772 19,583 150,055 123,021 Net (expenditure)/income before movement in pension provision (7,210) 930 (6,280) 6,489 Movement in pension provision 1,700 - 1,700 (16,812) Net (expenditure)/income (5,510) 930 (4,580) (10,323) Transfers between funds 5,163 (5,163) - - Other unrealised gains/(losses) 931 - 931 3,302 Exceptional items - 2,149 2,149 - Net movement in funds for the year 584 (2,084) (1,500) (7,021) 53 The Jisc stakeholder strategic update
  • 54. Finance - income Total income £143.8m Donations from UK funding bodies, 51% Connectivity, 11% Jisc membership subscription, 9% Trust and identity, 8% Cloud, 4% HESA subscription, 7% Library, learning and research. 2% Prospects.ac.uk, 2% Other, 6% 54 The Jisc stakeholder strategic update
  • 55. Finance - expenditure Expenditure £149.1m Cloud 4% Connectivity 34% Cyber 7% Data analytics 4% Events 1% Libraries, learning resources & research 6% Advice and guidance 6% Student experience 6% Data collections and statistics 7% Trust and identity 3% Governance costs 2% Support costs 18% Other 4% 55 The Jisc stakeholder strategic update
  • 56. Q&A
  • 57. Alice Colban, deputy chief executive and chief operating officer, Jisc Close

Editor's Notes

  1. Hi I’m Paul Boyle, Chair of the board of trustees at Jisc and I’m going to be taking a look back at last academic year and what we’ve achieved.
  2. Annual review  We recently published our annual review which you should all have received a link to in the joining instructions for this event. The document is packed with content aimed to sow our impact, engage and inspire as well as demonstrating how we're doing on delivering against our strategy we shared with you this time last year. Please take the time to read through the annual review and share with your colleagues internally to help us celebrate these key achievements. Thank you to everyone that has shared their story.    
  3. Just a reminder, or for anyone who doesn’t know Jisc well… We are the UK digital, data and technology agency focused on tertiary education, research and innovation. We are a not-for-profit organisation and believe education and research improves lives and that technology improves education and research. We’re much more than a secure network. Our value-added activities set us apart. We’re focused on enabling UK education’s excellence – whether that’s by optimising digital transformation and unlocking opportunities to save costs through licensing and cloud partnerships, or our work on data analytics and open research.   Our goal is to improve collaboration, digital infrastructure and secure connectivity in a way that powers better teaching, learning and research.
  4. I’m proud that independent research has found that Jisc helps save the sector more than £300m per year and contributes immensely to the UK economy. For every £1 our members invest in us, you receive a return of more than £3 just in terms of savings. From connectivity to cyber security, cloud and licensing deals to levelling up, we generate high-value benefits for the education and research sector and the UK economy as a whole. Cyber security: Jisc’s work to prevent breaches saves HE and FE institutions £140m per year in distributed denial of service and ransomware attack incident costs Cloud and licensing deals: Jisc negotiates more than 300 agreements every year on behalf of universities and colleges and, by aggregating the sector’s demand, members can get valuable discounts, terms and access conditions to licensed digital content. Jisc’s members save at least £136m a year by procuring cloud and content licences through Jisc rather than via other providers Trust and identity: Jisc members save £13m annually by purchasing the certificate service through Jisc rather than via alternative providers Gross benefit – relevant line from the frontier report - We also examine the value to members and the wider economy of the services themselves. That is, we look at the economic benefits of having access to state-of-the-art connectivity and cybersecurity, Cloud services and trust and identity services. These benefits are estimated based on the available academic and grey literature applied to the context of the FE and HE sectors. These can be thought of as the gross benefits of Jisc services as they do not necessarily account for the fact that in a counterfactual scenario in which Jisc did not exist, at least some of these services would be provided by alternative market actors.
  5. The last year has been one of significant change for both Jisc and HESA, following the merger of the charities in October 2022.  The merger has been an important step in enabling Jisc to become the digital, data and technology body for tertiary education and research in the UK.    The immediate focus post-merger, and not without its challenges, has been the delivery of the Data Futures project and the new HESA data platform. We are conscious that this project has required a major overhaul of existing practices, for both HESA and the higher education sector, resulting from a multi-year investment and a radically different data model.  We continue to work closely with the statutory customers and data providers to overcome these challenges and will do our best to minimise the impact on data providers.  Jisc has developed an ambitious data strategy which maps out our future direction, including how we plan to deliver the business intelligence that our members and customers need.     ****ALSO SEE STATEMENT ON DATA FUTURES*****
  6. Our focus on connectivity continues, with a successful proof of concept project on 5G technologies.  A new service is being developed as a result, which will provide customers with increased data volume and speed, without the significant cost that usually accompanies 5G connectivity.  5G will provide faster, more reliable and smoother learning experiences for users, alongside the capacity and speed required to move vast amounts of data and enable real time analysis to support collaborative research. In addition, having worked with organisations across HE, FE and the public sector in the development phase, we have now launched a beta version of extending eduroam, (formerly named edubox), which provides reliable and seamless connectivity to the eduroam network via 4G/5G where a fixed network is not possible, and supports students while off campus and commuting to continue their studies.  89 customers (FE, HE and public sector) have participated in the proof of concept, with 21 live and 25 more now getting on board.
  7. We’re also continuing to enable research and big data in new ways. ​ I was pleased to be involved with a successful negotiation with Springer Nature this year, which has provided open access publishing and access to paywalled journal articles in all Springer titles. The total reduction in actual spend in year one, included both committed subscription and fully open access spend, saved the sector £2m. Together with the sector, we have already successfully negotiated OA agreements with more than 65 publishers, from large commercial publishers such as Elsevier and Wiley to smaller, society publishers.  These agreements mean that researchers can publish open access at no cost to them and at a sustainable cost to their institution, while supporting funder and government policies. We have been able to support the implementation of the UKRI open access policy, enabling over 96% of articles and 90% of journals to be compliant and eligible for UKRI open access funds.  ​ Janet provides the UK research with a backbone ready for next-generation research not only in the UK but across the world. The UK remains an important partner of CERN (European Organization for Nuclear Research), with almost 1,000 UK-based researchers from over 50 institutes working on its findings and data , over the Janet Network.  ​ Together with the sector, we have successfully negotiated OA agreements with more than 65 publishers, from large commercial publishers such as Elsevier and Wiley to smaller, society publishers. These agreements mean that researchers can publish open access at no cost to them and at a sustainable cost to their institution, while supporting funder and government policies. We have been able to support the implementation of the UKRI open access policy, enabling over 96% of articles and 90% of journals to be compliant and eligible for UKRI open access funds.​We’re also continuing to enable research and big data in new ways. 
  8. Building communities Our events bring together members and communities in person and online to share experiences, uncover best practice and imagine new possibilities. From our flagship events Digifest, Networkshop and the Security conference to 160 smaller gatherings, 7,000 people have come together this year – and our events scored an 80% satisfaction rate. Communities play a vital role in making voices heard, combatting feelings of isolation and ensuring that best practices are shared for the benefit of all. Over the past year our community managers have supported more than 40 communities and thousands of individuals, actively encouraging each group’s interests and their different ways of gathering and communicating. Immersive technologies (such as augmented, mixed and virtual reality – known collectively as XR) are transforming the sector, offering new and innovative ways to engage learners. The UK XR community launched in March to inspire and provide advice and guidance on how FE and HE can maximise the potential of immersive experiences and technologies to improve the student experience. The FE library and learning resources centre community helps practitioners to feel less isolated, providing practical solutions they can use and creating a safe space to share learning resources. It had grown to 500 members and its first annual survey saw an overall satisfaction score of 93%. The cyber community group welcomed its 1000th member this year. The community provides members with helpful peer-to-peer support and meaningful content. In a relaxed and welcoming environment, members across FE and HE can create and join discussions, share cyber security challenges and learn about best practice.
  9. Through our national centre for AI, Jisc provides a range of resources to give a solid grounding to institutions. We continue to support our members through the publication of guides, reports and blog posts, alongside presentation at events and webinars, in response to increasing sector interest in understanding the impact of AI in education and research since the release of the widely-publicised ChatGPT. This is an area of work that will grow, with the integrity of such advances being a real focus.  Elsewhere we have been supporting members with digital transformation, including launching our HE framework for digital transformation and digital strategies in UK higher education report.  We’ll be hearing shortly from Shan Wareing, deputy vice chancellor, University of Northampton shortly about their work with Jisc in this space. Also, Nearly two-thirds of the FE sector are utilising our FE digital elevation tool, which includes access to resources and services to support the next steps on their digital elevation journey.     We continue our support of stakeholders across the UK with a significant contribution and support for Wales Digital 2030, including quality assurance of college digital strategies, and delivering an FE cyber posture and enhancement programme. In Scotland, we are working towards a co-designed Digital strategy and vision for tertiary education as a whole, something which may be relevant to Wales in the future when the new Commission for Tertiary Education and Research (CETR) is launched.     There has been a significant focus on sustainability in the last year and I am pleased to report we have published our first Annual sustainability report. Our aim is to develop a programme to embed sustainability across the organisation to measure and report collective impact.  We will also deliver projects for the benefit of our customers, including collaboration with the FE and HE sectors on projects to understand the environmental impact of IT/digital in both their operations and supply chains. 
  10. All this work and all these achievements, which all adds up to making us your trusted partner, is built on the solid foundations of the Janet Network – of how we keep you connected and keep you safe. Here’s how we do it. With 18 million people and over 1,000 connected organisations, Janet continues to be developed in line with demand, maintaining rolling availability averaging over 99.9%. We’ve increased capacity to key service and content providers such as Google, Microsoft and Amazon. We’ve upgraded our connectivity with GÉANT to enable increased collaboration with global research and education networks. Our regional access network infrastructure continues to develop with builds completed in the North East, North West and East Anglia regions, bringing members increased capacity and resilience. Service enhancements are being developed to improve speed of provision, reduce costs and increase functionality. Where network equipment has been upgraded, older redundant equipment has been repurposed or resold, with none disposed of as waste. We’re also seeing increasing use of eduroam, and last year the average monthly devices using it was 1.6M. NCSC recently reported that between September 2022 and August 2023, 297 reports of ransomware activity, this triaged into 28 NCSC-managed incidents, 18 of which were categorised as C3 and above.” 50 of these ransomware incidents were in academia. Our cyber security focus is ongoing, with 509 Distributed Denial of Service (DDoS) attacks targeting 92 individual members being successfully mitigated and 16 major business impacting cyber incidents supported by our team. Work is underway to develop outreach and engagement groups across the sector, and supporting and upskilling the sector with consistent cyber security training programmes. We’ll be hearing from Rory and Chris from Coleg Y Cymoedd shortly on their journey.
  11. Finally, we have also been investing in our processes to provide a smoother experience for customers, including reducing wait times for support, improving first time resolution rates and providing all Jisc staff with customer experience training. Our ongoing focus on the customer experience continues to show through our customer satisfaction scores, at 94% for FE and 86% for HE, with 95% of FE and 93% of HE regarding us as a trusted partner.    Through the next year we will continue to deliver against the three pillars of our strategy; delivering the right solutions, empowering communities and being a force for good.  We will continue to focus on the products and services that our members and customers need to deliver against their own priorities, including exploring the potential for new shared services, and collaborative opportunities to help to support ongoing financial pressures faced by providers across tertiary education.   I am confident that this high level of support will continue and that Jisc will remain a reliable and trusted partner for digital, data and technology. I am now going to pass over to Shan Wareing, deputy vice chancellor, University of Northampton who is going to talk a little bit about the work they’ve done this year with Jisc.
  12. A reminder of the strategy
  13. 23/24 is all about customer centricity.    Jisc will put customer at the heart of all that we do, whether that is about the offer we have for our customers, or the experience they have when working with us on a day-to-day basis.  .
  14. We are going to do that by investing and prioritizing the offer we have for our customers, as well as the experience they have when working with us on a day-to-day basis.
  15. In terms of our offer to you - we are investing in our foundational capability, ensuring our customers are ready for the challenges and opportunities of today and tomorrow.  – in data, connectivity, cyber, and licensing which will provide the bedrock for all digital transformation
  16. The offering  We're growing the software licensing, increasing the volume of products and services We will be increasing the volume of products and services that we undertake licensing for. We're growing the software licensing – soyou will already have observed the increased focus on Microsoft, but we'll be segmenting our approach according to Research, Teaching and Learning, and Corporate Information Systems/Back office. So we'll be negotiating for better pricing, but also ensuring that our negotiation objectives reflect the demands of the sector more holistically, that we can support institutions in terms of the due diligence and ensuring that more products are available to them in a way that is compliant with procurement regulations  AI - National Centre for AI Summary - We are continuing to build our AI community, which now has over 1000 members. From this, we have HE and FE events that steer the work of smaller working groups – currently focusing on issues around AI safety and intellectual property and copyright advice around AI, following on from the successful ‘Assessment Ideas for an AI-Enabled World’ resource. We are continually expanding our program of pilots to better understand how AI applications can enhance learning and teaching, as well as save educators time and reduce workload. We are extending our Teachermatic pilot to HE, to see if the successful feedback we are getting about reducing workload in FE translates to HE. We are also in the final stages of planning the use of Feedback Fruits to provide feedback to students on academic writing, and JamWorks, to enable both students and teachers to produce learning content from video, such as lecture capture. We’re focusing our advice and guidance on a mix of policy level support and practical guidance. This includes template staff and student policies, sharing examples of great practice, creating more training resources and adding AI content to the Digital Capabilities tool. We are also extending our work to gather student needs and perceptions. We are also continuing to work with key stakeholders such as DfE, where we are on the steering committee for their AI hackathon project and AI evidence report, along with similar activities in the devolved nations. Continuing our work on scope 1 and 2 emissions by 2030 and recognising our impact on members' and customers' scope 3 emissions. ****(this is not much of a concrete update but up to you if you are happy to share)****  Over the past year, thanks to be outstanding partnership support with the University of Bristol, we have been able to assess the environmental impact of both energy consumption and carbon emissions for single Janet path between the Uni of Bristol and RAL. Going forward and to reduce any uncertainties a full network inventory of energy/ power is required. We are already in conversation with the University of Bristol for this next stage and are exploring options such as a People Exchange project or longer term KTP.
  17. The experience Our portfolio of products and services means little unless it is accompanied by an experience of equally high quality. To that end, we are focussed this year on delivering, or moving a long way towards delivery on a number of transformation programmes. We are expecting to see significant steps forward a number of internal transformation programmes, all of which will bring benefit to you longer term/in the coming years. For example, you told us one of the big painpoints in your experience was around invoicing. In 23/24, we are improving this - you will be advised of the following year's connection charges giving you so much more time to plan budgets and raise POs. On Complaints, customers will see more escalation processes before we lodge a complaint to make sure the senior team have had the opportunity to resolve before the complaints team take over. We'll be resolving more complaints within 20 working days, and much quicker if there isn't a technical investigation required. And we're committed to delivering customer service specific training for customer facing teams As Paul mentioned our customer satisfaction scores are high and target is 91% for this year, and this is our main measure for how we are performing
  18. There is significant product development and transformation activity ongoing at Jisc currently. We continue to evolve our product offer to deliver the right solutions for you in line with your needs and requirements. Key highlights of expected product launches and significant development activity for 23/24 include:  Full deployment of Janet resilient access to FE and beyond (GCTO)    Janet Resilient access provides a truly resilient Janet IP service, via a combination of fibre-based services and 4G/5G failover. It enables customers to connect to the Janet Infrastructure, safe in the knowledge that a single fibre or network fault won’t affect their network service.   BETA pilot of an initial SD-WAN service (GCTO)    Providing a secure connection to Janet without a direct Janet line.      Frees up IT resource costs within an institution due to simplified network infrastructure.   Allows for the "switching on" of other services, such as web-filtering, traffic prioritisation,   BT (or other) DSL plus Fortinet hardware, fully managed BT service.      Launch of Cyber Security Threat Monitoring service (CSTM)    Cyber security threat monitoring (CSTM) provides a single pane of glass alerting customers to signs of potential concern that their organisation could be at risk from attack by monitoring key security controls that have been implemented.   The service complements and enhances an organisation’s existing cyber security toolkit by integrating with existing investments, such as antivirus and endpoint detection services    and the continued development of a Jisc SOC service (GCTO)    Complementing and building on CSTM, Jisc will offer a two tiered and comprehensive Security Operations Centre. The service will bring together a set of industry leading security tools, products and practices into two key product bundles, to proactively monitor and manage security incidents, so customers can feel confident in their security provision and optimise their own staff time.    BETA pilot of our new IT health check service (GCTO)    Funding bodies such as EFSA require our members to conduct an IT Health Check. It is also appearing more frequently in supplier contracts in HE. Jisc’s ITHC service will  allow organisations to demonstrate good security controls and governance to protect their staff, students and data and achieve funding, similar to Cyber Essentials, Cyber Essentials Plus and Penetration Testing.    The ITHC will also form the baseline required by an institution to join a future Managed SOC service    Launch of extending eduroam (Edubox) (GCTO)    Extending Eduroam provides a new way to connect students and staff in both the education and research sectors. Students and staff learn and teach in many off-campus location where in most cases a fixed eduroam network is not always available.     Extending Eduroam is Eduroam WiFi in a box via 4G/5G mobile data backhaul connectivity. The product extends Eduroam connectivity to off-campus teaching and learning locations, enhancing teaching and learning experiences for staff and students  BETA pilot of the redeveloped Learning Analytics service, with full-service launch planned for early 24/25 (CSE)    Learning Analytics launched in 2018 and is the first truly national learning analytics Software as a Service (SaaS) offering for UK high education. The platform is now out of date. To remain competitive Project Dennis will deliver an improved product, that moves away from a 3rd party data hub supplier to a more efficient, cost effective and higher performing in house model that meets and can adapt to customer needs as they evolve.  Launch of redeveloped and improved Online Surveys (CSE)    Online surveys is a powerful, secure and easy to use survey platform that allows you to create surveys, collect responses and analyse survey data. It is co-designed with the UK education and research community.V2 of online surveys code base is no longer supported by Jisc or external services. Version 3 provides a scalable solution to secure and grow revenues, with improved security and stability.  BETA pilot and launch of Open Athens Connect (CSE)    Many libraries that still rely on insecure access methods such as IP authentication and username and password. For these librarians, particularly those in smaller in institutions, adopting OpenAthens is difficult. OpenAthens Connect is a low cost, easy to use single sign on service that helps librarians in institutions with limited budgets give their users secure remote access to their digital subscriptions.    BETA pilot and Launch of Octopus service (DR)    Octopus provides a new 'primary research record' for recording and appraising research as it happens. It breaks down the publication of scientific research into eight elements, unlike a traditional journal article, which can be linked together to form chains of Collaborative work. These smaller units of publication encourage faster sharing, and a new culture of collaboration, constructive critique and fast sharing of work by resetting the incentive structure.    BETA pilot and Launch of Equipment.Data (DR)    UK research equipment is often expensive and institutions have limited financial resource to procure specialist research equipment and facilities. Equipment Data, is an aggregated portal, housing information on research equipment and facilities, allowing institutions to find, locate and share existing equipment and facilities across the UK and comply with UKRI terms and conditions of grant.       
  19. By focussing on these, we will continue to strengthen our progress towards being seen as The trusted partner in digital transformation. ***[ALICE WILL COME IN TO HAND OVER TO NICOLA’S RECORDING]***
  20. Hi I’m Paul Boyle, Chair of the board of trustees at Jisc and I’m going to be taking a look back at last academic year and what we’ve achieved.
  21. During this year we have consolidated 10 months of HESA activity following the merger in October and started investing in additional protection of Janet, new services and innovation in areas such as AI as well as improving our internal systems and processes to make our interactions with our members and customers smoother. This means that we have delivered a deficit as we spend our reserves, although improved credit control and invoicing has meant that we have not spent down either cash or investments. Total income has increased by £14m since last year of which £10m has been contributed by HESA. Since last year, we have split our income into 5 main categories to show where it comes from – donations and grants come from funding bodies, other trading activities is with customers who aren’t members and investment income is dividends from our investments and interest on our cash balances which has increased by £0.5m with higher interest rates. We split our activities with members between charitable and trading – where an activity falls depends on whether it is subsidized by our core funding or whether the income we receive covers the costs of that service. Again, we’ve seen an increase in trading with non-members, which are generally in sectors we see as adjacent to HE and FE such as the NHS and local government or those sectors overseas through Open Athens. The surpluses we make from that activity is ploughed back to support our charitable activity and in the long run make us less reliant on our core funding which has remained static in cash terms despite our costs going up year on year. The increase in spend is in line with our investment, but now includes the costs of HESA activity including the Data Futures project, the final stages of which have been funded from reserves for part of the year once OfS funding stopped. The improvement in discount rates has allowed us to release some of our USS provision and again the investment portfolio has shown year on year growth
  22. Looking at where are income comes from – just over half still comes from UK funding bodies, either through our core grants or for projects such as data futures and Octopus. Additional connectivity and the Jisc subscription account for 20%, with the HESA subscription of £10.3m being an further 7%, Income from with trust and identity activities including Open Athens, have increased by £1.2m as gas income from Cloud which includes consultancy to help members to move to the cloud.
  23. As you would expect, running and protecting the network accounts for over 40% of our total cost base as we invest in additional protective services including increased threat monitoring and intelligence. Data collection and statistics is the spend which has come into Jisc as from HESA and includes some of the costs of the data futures project, - we also have costs for this in support costs as this includes our software development group which support our internal and external products. This also includes depreciation of the network equipment which we expense over 5-10 years depending on the life of the asset. We have also netted off the decrease in the pension provision in this number which we showed separately in the first table. I hope this has given you some insight into where we are spending our grant and subscription income and how we are looking to expand our commercial activity to support the services which we give to you, our members.