NORTH EAST SCOTLAND COLLEGE ICT STRATEGY

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1 NORTH EAST SCOTLAND COLLEGE ICT STRATEGY

2 1.0 Introduction This document sets out the strategic direction for ICT for the College for the period and reflects the Vision and Values of the College. The strategy provides the framework for all development activities related to ICT for that period and is monitored by the IT Steering Board (ITSB). It should be seen as both a top down definition of direction of travel and priorities and as a bottom up driver of programmes of projects by which the College will achieve each of its three strategic aims. The intention is that this document provides an overall context for ICT but does not capture or replace detailed project and programme management documentation. 2.0 The Strategy The diagram on the following page essentially sets out the strategy. The starting point is the vision of what we want to achieve across the College in terms of ICT development and by its nature this pervades most College operations. The context for the strategy is a number of sets of drivers: drivers internal to the College focussed on both the curriculum and underlying business systems; drivers that take cognisance of the external environment the College currently operates in; and technological drivers, giving a shape to where ICT itself is moving. These drivers are cross referenced to the College strategic aims and objectives. As this strategy is being produced it is becoming apparent that the financial context for the College may become more challenging and that substantial savings are likely to be required. Within the first 3 months of the life of this strategy a full options appraisal covering both the future shape and scale of the IT provision and the means by which it is delivered, supported and funded will be carried out. Clearly, this may lead to recommendations which fundamentally change the priorities within the strategy. An additional perspective on the context for this strategy is that the past 2-3 years have been dominated by preparation for and implementation of the merger. We must now move into a stage of reaping the gains from that merger this is reflected in a number of the themes of the strategy. A number of priorities have been identified and these are presented as five strategic themes: IT infrastructure; Flexible Facilities for TEL*; Practice for TEL*; IT Service Improvement; Business Systems. For each theme a number of actions/projects have been identified to underpin successful achievement of each key strategic priority.

3 Further detail on each key strategic theme is included following the diagram to include purpose, an overview and high level ownership/sponsorship. (* TEL = Technology Enhanced Learning, the application of technology to enable, enhance or improve any aspect of teaching and learning.)

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5 STRATEGIC THEME 1: IT INFRASTRUCTURE This theme exists to ensure that the underlying infrastructure for the College and for all systems is up to date, resilient, cost effective, maintained and operated to appropriate standards. Set of programmes and projects to maintain and develop the IT infrastructure: To keep systems up to date with appropriate warranty, support structures and software/build records; To agree the appropriate levels of resilience and robustness and deliver projects to support these; To define and implement projects to improve, develop or enhance the facilities; To deliver the infrastructure elements of new systems; To maintain the integrity and security of systems. Ownership of this strand Director of IT/Head of IT and Technical Services Executive sponsor Principal STRATEGIC THEME 2: FLEXIBLE FACILITIES FOR TEL This strand will work in conjunction with the City Campus 2015 project to deliver a major transformation programme of teaching and learning facilities. This includes the continued shift to BYOD for students, using personal devices for most aspects of learning to improve the learning experience while enabling the College to reduce its fixed IT estate. As part of the work to inform the City Campus 2015 project, work to create examples of flexible facilities to best meet the teaching and learning needs; The basis of this a 3 year programme was defined and procured as part of the RM contract extension. Phase 1 and 2 are now complete and implemented; The programme extends BYOD to non-advanced students with the provision of 1500 laptops to students funded from bursaries. This brings the total number of BYOD students to over 3,000; To improve the student experience by enabling them to use devices which are familiar, personal and available 24/7; The three years of the BYOD programme have allowed the College to reduce our IT estate by approximately 1300 devices. Future reductions are planned and will be quantified as more is understood about the impact and viability of BYOD with nonadvanced students. Ownership of this strand Head of Learning Resources Executive Sponsor Vice Principal Learning and Quality STRATEGIC THEME 3: PRACTICE FOR TEL To improve the effectiveness of teaching and learning and the student experience; To provide opportunities for cost savings across teaching and learning through the appropriate use of technology to support staff and students; To provide equality of student experience of technology in teaching and learning across all campuses.

6 Major focus of this Theme is the continual development and improvement of the VLE and its associated products; Part of the role of the teams is the encouragement of staff to take up opportunities provided by the VLE and to provide them with the appropriate skill set; This strand will own the IT centre, libraries and test centres from an ICT perspective; Steered by ITSB. Ownership of this strand Head of Learning Resources Executive sponsor Vice Principal Learning and Quality STRATEGIC THEME 4: ICT SERVICE IMPROVEMENT To drive cost savings in the delivery of ICT service and facilities; To drive down the size of the College owned and maintained IT estate, commensurate with ensuring teaching and learning facilities meet the needs of students. This will be driven by BYOD opportunities and by better utilisation of resources through flexibility and tighter monitoring and control. To deliver cost savings in the ICT service through a series of projects individually identified to provide good return on investment; Gain share to be core motivation for RM to research, identify and propose; Different models of funding these projects will be considered; To consider longer term more radical or innovative solutions to the whole approach to IT service provision and delivery to achieve these objectives; Steered by ITSB. Ownership of this strand Director of IT/Head of IT and Technical Services Executive sponsor Principal STRATEGIC THEME 5: BUSINESS SYSTEMS This Theme exists to deliver all of the systems required to allow NESCol to function efficiently and effectively. Whilst previous strategies made a distinction between business efficiency and the regional consolidation agenda this strategy combines the two with a focus on supporting the creation of an efficient new college in NESCol. To deliver essential business systems to NESCol through either consolidation or replacement of existing systems; To deliver business efficiency gains across the College through rigorous approach to consolidation of support functions and supporting systems; To enable regional reporting, and to support the governance models and structures which emerge for the region; Steered by ITSB. Ownership of this strand Director of IT/Head of IT and Technical Services Executive sponsor Vice Principal Organisational Services

7 3.0 Future Review The NESCol ICT Strategy was created at the end of the 2013 merger process with a background of significant business and cultural change however the focus is now clearly on the future provision of ICT at the College. It is also worth noting that financial pressure is likely to continue over the next few years, and therefore the future shape and size of the College could change significantly. With this in mind the strategy will be reviewed annually. Status: Approved Approved by: SMT Date of Version: September 2015 Date of EIA: To be completed Responsibility for Strategy: Principal Date of Review: December 2016