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1 Knowledge Strategy Committee On-going Activities Update An update on various University-wide projects that fall within the remit of KSC. 7.1 istance Education Initiative / MOOCs istance Education Initiative (EI): - The final call for EI funded projects has been announced and application deadline set for 28th April At present, we know of 11 new project proposals (10 x Option 1, 2 x Option 2) with 2 in Schools with no previous OL programmes/provision. - JH and AW have now met with all Schools who have not yet engaged with the EI/OL to identify potential for development of a 2014 funding application so far, there is indication of interest from a further 2 Schools beyond the interest already expressed. Bids from new-to-ol Schools will be prioritised in the final funding round in There have been a total of 26 academic projects funded by the EI to-date, with OL provision now present in 16 Schools. We are noticing a significant culture change across the university; although in different ways, all Schools appear genuinely supportive of increased online learning activities, each wishing to develop either fully-online programmes, MOOCs or revise on-campus teaching methods. MOOCs: - All wave 1 MOOCs have now completed their second iteration, with Intro to Philosophy running three times. The Higgs Boson course on Futurelearn is near completion with an in-person exam scheduled for mid April. All courses (old and new where appropriate) offer paid-for certificates with an aim to use any income generated for reinvestment in Teaching Assistants and overall course development. - A further 6 courses have been announced on Coursera, all of which will go live April- September MOOC proposals have been received for future consideration and these will be refined over the next quarter period. Two courses are directly linked to funded research initiatives, and we are in discussion about the creation of an Independence Referendum MOOC on FutureLearn. - We are leading the U21 MOOC initiative using the Critical Thinking course content, which aims to bring students from U21 institutions together in a closed course instance to reflect global challenges in an international context and promote globalvirtual mobility through MOOCs. - The second MOOC report is in development and second iteration data is currently being analysed. We hope to release our data website and report within the next month period. - At the end of the month, Edinburgh will be co-hosting the Coursera annual conference with the University of London in London. The international conference will bring together Coursera partners from all around the world to look forward to where MOOCs could go next and build a strong community of practice. There are currently 400+ people registered to attend.
2 ************ espite a dip noted in PGT recruitment across the institution, OL applications have increased markedly and recent data from GaSP shows a 57.4% growth on offers made compared to last year, at what is a very early time for distance learning applications. Furthermore, this is largely growth within established programmes - 7 of the new EI projects were not established in the online prospectus at time of data collection. Since establishment of the EI, we have also seen these trends reflected in matriculated student numbers, with a steady rise year-on-year of total OL students; 60% growth AY 11/12 to AY 13/14 (using OL flag) and a six-fold increase since AY 07/08 (311 students recorded). These data support the projected growth figures and predicted income generation for OL over the next two financial years. The projected student numbers are based on a conservative steady-state estimate of a programme's total cohort rising by 12 students per year. Successes such as the new MSc History far exceeding target recruitment (32 students in first year launch) show that even traditional academic subjects can recruit well online and large established programmes (e.g. igital Education and Surgical Sciences) support the potential to scale. It is important to note that until courses have been running for some time, it is difficult to gauge whether numbers can be sustained, however as a result of previous experience there is now a strong emphasis on annual marketing budget/plans to encourage strong student recruitment. We have also been encouraged by the general interest of OL programme development as a result of engagement with MOOCs most notably Philosophy, but interest in EI funding 2014 would suggest Informatics and Astrobiology are considering new OL programme development. We are noticing a significant culture change across the university; although in different ways, all Schools appear genuinely supportive of increased online learning activities, each wishing to develop either fully-online programmes, MOOCs or revise oncampus teaching methods. Amy Woodgate, Project Coordinator, istance Education Initiative (EI) & MOOCs 7.2 Library Materials Purchasing Budget A business case for the Library Materials Purchasing Budget has been submitted to the current planning round for the period, It seeks to address the systemic lack of investment in this area in comparison to peer institutions in the Russell Group (e.g. UCL 7.2M+). It draws on extensive internal evidence that there is insufficient investment in new research journals, research monographs, ebooks, textbooks and databases, the very lifeblood of a successful and ambitious university. Whilst the debate regarding the Library Materials Purchasing budget has been conducted over a number of years, the current mood in the university is characterised by a determination to fix the problem once and for all. The degree to which students, academics, support staff and senior staff in the university are fed up with the problem and fervently desire a solution is unprecedented. The Business Case has the support of the three
3 Colleges, the student body and support staff and seeks an annual budget of 7M per annum for three years. John Scally irector of Library & University Collections 7.3 Research ata Management (RM) Activity in the Research ata Management programme has visibly stepped-up in the last few months, across the range of RM roadmap objectives. At this stage, however, the primary focus has been on finalising the rollout of the filestore to the pilot schools (Geosciences, PPLS, PHS, and SSPS) with Clinical Neurosciences also pending. In the light of the pilots, we are currently revising systems and schedules and finalising plans for an automated roll out to all other schools, though there will be a slight delay in MVM due to an internal restructure. The plan is to have the roll out completed across the University by the middle of May, in time for the formal launch of the RM service in that month. Other outcomes in recent weeks can by summarised thus: The RM Communications Plan has now been drafted and sent to both the Implementation and Steering Groups for comment. Awareness Raising efforts are beginning to show real results with requests for support being made both during and soon after events in schools and subject areas. Outlines for RM training course have been written and been well received by both researchers and support staff. John Scally Convenor, RM Implementation Group (IS) 7.4 Shared Academic Timetabling Project Background (presented at the Project Board in November 2013) In the session 2011/12, the Shared Academic Timetabling Project successfully delivered what was described as the Minimum Change Implementation of the new Timetabling system. Since then the Project has focused on Extended Implementation. The precise scope of Extended Implementation has been subject to discussion, review and revision since its inception, which is inevitable with a Project of this size and complexity. Over the period since April/May 2013, when a major focus has been on delivering personalised student timetables, there have been some substantial revisions to, and questions about, the timescale and mode of delivery. In addition, the major go-live delivered in August/September 2013 has brought to the surface a range of unanticipated issues, which have absorbed much time and effort to resolve. Extended Implementation is the final phase of the Shared Academic Timetabling Project, which will end in July In order to bring the Project to completion the November 2013 project board reviewed the delivery in order to clarify the vision and the goals for the remaining months. elivery against stated project benefits (as presented to Project Board) The Shared Academic Timetabling Project has worked with a set of overarching aims articulated in terms of benefits to be realised. Table 1 offers a brief summary of achievements against these aims.
4 Table 1: What has the Shared Academic Timetabling Project elivered to date? Benefits sought Method of delivery Extent of delivery to date Student focused, coherent institutional timetabling which enhances student experience Personalised student timetables Partially delivered elivery details 21,000 students in receipt of minimum whole-class session timetable 7,000 students in receipt of more detailed timetable Web Timetable service displaying live timetable information Web Room Booking to facilitate student study space booking process Improved information and tools to support the effective use of University resources Reporting tools elivered Increase of booking database from 230 rooms to 800 rooms Comprehensive utilisation statistical analysis to support Estates strategies Improvements to the management of curricula and academic timetables Timetabling policy elivered Curriculum modelling to provide timetabling flexibility for a number of Schools Curriculum modelling to alleviate pressure created by fluctuating course enrolment numbers Interfaces importing key data relating to: students, staff, courses, programmes More effective provision and use of learning and teaching space Greater flexibility in managing staff teaching time More effective use of administrative staff resources Supporting family-friendly policies Reporting tools elivered Room modelling to influence and support provision and alignment of teaching space Timetabling planning tools Not yet tested n/a New system Not proven n/a Timetable planning tools Not yet tested Tools and data in place to facilitate appropriate curriculum/student modelling
5 Improved curriculum planning Scenario planning tools elivered Curriculum modelling to provide timetabling flexibility for a number of Schools Curriculum modelling to alleviate pressure created by fluctuating course enrolment Interfaces importing key data relating to: students, staff, courses, programmes Main project items already delivered The project has delivered the following: 1. Enterprise timetabler: this application is a.net client that is used by school teaching offices to manage timetables, rooms, and in some cases student data. The application is also used by the central Timetabling Unit to manage rooms under central management. Schools who are allocating students to sub-group activities (e.g. tutorials), use this application for this purpose. The Timetabling Unit perform the allocation of students to whole class activities on a daily basis. In an offline mode, the same application is used for timetable planning purposes, and has been used to model and manage room and building closures. eployment of this has been 2. Web timetables: this vehicle is used to provide information through a number of streams; a. room displays, and concourse displays of timetabled activities; b. timetables of activities organised by course or by location; c. combined timetables currently only through a list view; d. links from EUCLI for specific students; and e. personalised timetables showing, at a minimum, whole class activities. 3. Web room booking: used by any member of staff to request use of a room managed by the system; and for any student to directly book from a range of available study spaces All course related activities are booked through Enterprise timetabler, thus this is used for other events. 4. Automated feeds of student and staff data from the University IM, and course information from EUCLI. Key items planned for delivery 1. Room booking website: fed from Enterprise, a replacement for the EBIS room booking website for all bookable rooms. This website will show attributes of the room, including equipment, and photographs where available. The website is awaiting a minor technical issue to be resolved before going live. 2. Grid view of multiple courses: this work is being undertaken in-house due to significant performance issues with the supplier delivered solution. Initial indications are promising that a separate system can provide much improved performance, with an initial prototype prepared for gathering user feedback. 3. Improved stability: some of the issues identified at the start of semester 1 this year are addressed by a scheduled upgrade that is currently in ev/test. The supplier is working on a more comprehensive fix of other issues, with a delivery projection of May/June Roll-out of this second update will be deferred, and managed as a routine upgrade during 2014/15.
6 Key deliverable now deemed out of scope 1. Office 365 feed: students were to have had their personal timetables delivered via Office 365 in addition to having this available through the Web timetables system. This is currently in ev/test, however there is a performance issue affecting the scalability of the current design/solution. Given the restricted remaining project budget, this work has been suspended. 2. Student Allocator: was to provide student self-signup and web based management of student groups for staff. This supplier provided product, being a web-based solution, runs independently of the core Enterprise product. It operates on its own database, requiring data feeds between Enterprise and its database. Apart from the data inconsistency issues this causes, performance of the application was unacceptable in our environment, halting roll-out prior to 2013/14. The supplier is planning significant work on this product, but is not able to indicate a timescale by which the product would be ready for delivery. 3. MVM integration: MVM currently deliver comprehensive student personal timetables to 1 st and 2 nd year students, and had been planned to be integrated during 2013/14. Given the issues faced by the project, this work has been deferred, with the aim of picking it up in a follow-on project. The way forward The current project will end in July 2014 having brought the University from a position of no central timetabling system to its present position. Whilst this has achieved a significant improvement, with many of the benefits being realised, it is clear that more work needs to be done. In the meantime, the University has moved forward in its understanding of Timetabling, with other developments occurring simultaneously, most notably the roll-out of Office 365 to students, with subsequent plans to roll out to staff. Recognising this, the decision has been taken to instigate a working group to explore our areas of need, and propose a way forward. This will likely propose a business case to the University planning round in 2014/15 for a project commencing later in the year to raise the level of provision. System block diagram ave Laurenson, Academic Champion
7 7.5 University Website Project (UWP) Replace web content management system The project to replace our current wcms, Polopoly with rupal is well underway and we remain on schedule to start moving our first content during July. We are planning to migrate on a site by site basis and to be complete by ecember It is expected that the great bulk of content migration will be automated but there will be a need to intervene for some specific content types, eg news, events. The University web team are in the process of identifying the first set of sites to migrate at the time of writing. There are updates at the web publishers community sessions and the quarterly website technical peer group. For those units who need to retain the capability to develop their own features there will be the option to adopt rupal, use the University profile as a base configuration and then add their own local modules. We are setting up a change advisory board which will allow the CMS to grow and change over time such that locally developed modules may be incorporated into the University profile. The new website delivered through the rupal CMS will introduce a new information architecture and new content structures which will see ongoing evolution of the graphic design. To facilitate ongoing design enhancement, the focus is on the delivery of a design toolkit similar to the BBC s Global Experience Language ( ialogue is ongoing with managers of other University online systems about this approach and its potential scope, and continue to be very positive. Extra support for two strategic themes The UWP continues to provide editorial and web strategy support for the Global Academies and for the Student Experience Project. The UWP is providing resource to steer the editorial development of the online presence of all Global Academies in and out of Polopoly (the main site and three sites within Polopoly, and also supporting the comms staff in the Global Justice Academy, non-polopoly). We are helping setup and maintain blogs and a shared wiki space, along with a central mailing list. The main focus over the last few months has been to unite the Academies in a common approach whilst respecting and retaining the individuality of each Academy. For the Student Experience Project, website development activity has focused on the Student Experience Project site, and provision for applicants and new arrivals. A refresh of the New Students site was completed for the January arrivals and the Student Surveys webpages were reworked for the opening of the 2014 surveys. Research and liaison activity has produced a suite of student personas a tool for usercentred design - which are being employed in appraising, and communicating requirements, developments and changes to online information and services. Currently we are concentrating on the online provision for student services, events for new students, and the applicant experience. awn Ellis irector, University Website Programme
8 7.6 Business Intelligence / Management Information The BI/MI Programme Board met on 19 February 2014 to discuss progress against the project objectives, which include development of a BI/MI strategy and the road map to deliver that strategy. The Programme Board discussed the emerging themes and issues from the Project Board in particular those surrounding data: definitions, governance, ownership, data warehouse/mart. It was agreed that there was a need for a BI/MI Service that made data interoperable and delivered good, reliable information to those who needed it. To achieve confidence in the reliability of the data there will need to be a clarification of end-to-end business processes ensuring that all stages of the process are functional; this in turn requires that data definitions are understood at all levels of the organisation. This should result in improved data quality and greater confidence in resultant output/reports. Three roadshows were organised, taking place on the 4th, 11th, and 14th March The communications strategy will be launched in parallel. orothy Miell Convenor, BI/MI Steering Group 7.7 IT Security There has been increased awareness of the security risks inherent in the devolved nature of the University. In the past year a number of initiatives have been started to help manage the risk and to give assurance to the various University oversee committees that adequate steps are being taken to address the risks within the structure of the institution and its basis as a University as distinct from purely commercial organisations. Visits were made to most Heads of School to (a) gain an understanding of the scale of local operations and (b) to emphasise to them that as with health and safety, security of local (including personal data security) activities was their responsibility. Overall the level of capability matched the scale of local operations. There is increased awareness of the risks within colleges and, in particular, there is an active group of computing officers within the College of Science and Engineering that is addressing the security issues within schools. There is activity in the other colleges but not as focused. A remote penetration scanning capability was purchased from ESISS, a community shared service, which enables unlimited scanning of overall machine vulnerabilities but also web site specific vulnerabilities. The capability to utilise this service has been rolled out to 22 Computing Officers in schools. Regrettably the service does not record any usage statistics. Progress has been made towards turning the network from a normally open position from the main firewall perspective to that of normally closed. Extra resource has been recruited in the network team and the new member is due to start on the 17 th March In the light of the internal audit report that highlighted the lack of detailed guidelines over reporting of security incidents, a policy for handling such incidents has been drafted and is under discussion at the IT security working party and after that will be discussed by the Information Technology Committee (ITC). iscussions have been held with some of the systems owners of University Corporate systems to determine the risk from the current EASE password policies with a view to determining whether the password policy needs strengthening with the introduction of either a second challenge or a 2 nd factor authentication either with all
9 users or with a set of highly privileged users. It is anticipated that the roll out of the resulting decisions would be in the next 12 months. Security Incident Update Since the meeting of ITC in November, there has been two compromised websites, one Phishing attack and an identity theft from a guardian website due to a default password being used. Brian Gilmore, Chief IT Security Officer 7.8 Student Systems Roadmap The Student Systems Roadmap was approved by the Student Systems Board in October 2013, following a period of development and widespread consultation. The roadmap can be accessed at: The roadmap helps provide institutional leadership and direction for the support and development of student & academic administrative systems in the context of the University Strategy. The application of the roadmap ensures effort is being prioritised in-line with strategic, business and user requirements along with compliance activity, with a view to the short and medium term. Aspirational statements have been developed for the four key stakeholders: students, academic staff, administrative staff and decision makers & influencers. The roadmap identifies nine strands of work, articulating a desired future position for each, along with a rationale for change. In additional, a technical roadmap has been developed around four key strands of activity. An indicative timeline has been developed. It is highly likely that the document will be subject to change as the internal and external priorities evolve. Any changes will be reflected in subsequent versions of the document. The roadmap will be subject to periodic (six monthly) reviews and appropriate governance has been developed to ensure progress against the aspirations articulated in the roadmap, and progress against the benefits articulates at programme level for key stakeholders is measured. Key deliverables since ecember 2013 Update Online Registration for new students. New students now complete the registration process online rather than returning an amended pdf form for staff to key in amended details. Online process piloted for the January 2014 intake and will be rolled out for all new starts from February 2014 onwards. Some further enhancement may be delivered in the future. 2013/14 SITS Upgrade. Upgrade to version of the SITS software. A double upgrade of the system to ensure the software remains within the standard maintenance contract with Tribal. Change to responsibilities of Student Systems Board The Student Systems Board has approved a recommendation that the governance of the PATH system moves under its remit and the system is formally linked to the Programme and Course Information strand of the Student Systems Roadmap. This will provide a long term home to the system, aligned to other Student Systems (EUCLI, Personal Tutor, PPM, SMART etc.). This will take effect from March 2014.
10 Roadmap Priorities 2014/15 The Student Systems Board met on 3 March 2014 and approved project priorities and suggested pipeline work for the 2014/15 academic year. The table below provides a summary of this work. Project Priorities Assessment & Progression (evelopment work) irect Admissions Year 2 (evelopment work) Programme & Course Information Management (evelopment work) Enhancing Student Support PGR (evelopment work) Continuous Improvement/Enhancement (evelopment work) SITS Software Upgrade (Compliance) Technical Upgrade (Compliance) Statutory returns (Compliance) ata retention (Compliance) Work to support non-ssp led projects (Mix compliance and development) Pipeline work (or non-system focussed) Student Engagement (evelopment) Online Registration Final Phase (evelopment) Study Away (evelopment) CRM Business Case (evelopment) Personal Tutor Tools review (evelopment) External Examiners Phase 2 (evelopment) MI/BI Project eliverables (evelopment) Staff self-service (evelopment) Bursaries & Scholarships Phase 2 (evelopment) Future of Student Systems Roadmap The Student Systems Board has approved a recommendation that work is undertaken to review and refresh the Student Systems Roadmap to ensure it remains appropriate in light of existing and emerging institutional priorities. Key points that will influence discussions include: emerging institutional priorities (student numbers, changing student profile, increased distance learning), emerging Student Experience Strategy, Learning & Teaching priorities; use of student data; integration between systems; and the online student experience. A half-day session will be developed in the next couple of months. Barry Neilson, irector of Student Systems
D Ongoing Activities Update
Knowledge Strategy Committee 23 January 2015 Ongoing Activities Update escription of paper 1. An update on various University-wide projects that fall within the remit of KSC. Action requested 2. KSC is
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