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A Responsive Real & Virtual Estate

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by

Drew Cook

on 19 March 2017

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Transcript of A Responsive Real & Virtual Estate

An Interactive & Responsive
Real & Virtual Estate

Strategic Objectives
To continuously improve our learning environment
To promote an internationalised culture of enterprise & innovation
To develop & promote purposeful knowledge & research
To develop highly engaged employable and creative thinking graduates
Create a financial environment to invest in our future
Strategic Focus
A great student experience
Employable & successful graduates
Meaningful research
Talented people
An international University
Growth & diversification
Real & Virtual Estates Challenges
Student satisfaction
SSR
Entry standards
Completion
Good honours
Graduate prospects
Expenditure on services & facilities
Research: REF, Quality, Environment, Volume, income, reputation, influence, citations, ratio of doctorate to batchelors degrees, number of doctorates awarded
International outlook: People - best faculty, ability to attract UG & PG, Total international research
Income: Research income, Institutional income
Teaching: The learning environment
Thompson Reuters' Teaching survey
League Tables
Provision & management of library resources
University governance
Buildings/space asset life cycle management
Staff life cycle/journey & support
Student support life cycle
External Income Management

Business Development
Research Management
Curriculum Management
Alumni Management
Research Bid Management
Curriculum Development
Graduation
Assessment & Feedback
Teaching & Learning
Enrolment
Application Management
Recruitment
A Responsive Real & Virtual Estate
Maximising suitability & utilisation of finite space
Inconsistent use of space & technology across the University
Providing support for students & staff in using the space and technologies
Policy & management support for flexible working
Aging application estate & real estate
Complex & unsatisfactory integration between applications
Multiple versions of data
Escalating energy costs
Financial Management & Reporting
Digital, information & communications assets life cycle management
Real & Virtual Estates Opportunities
Blurring the line between the real and virtual
Enabling inclusion
Enabling accessibility
Increasing inter-department interaction through shared work-spaces
Joined up processes
Single version of the truth
Enabling public engagement
Partnership with students in design & implementation
Driving portfolio development
Anytime, Anywhere, Anyhow
Reducing commuting costs/time and Scope 3 CO2 emissions
Enhancing work-life balance
The Learning Environment
Learning landscapes
Learning Management System to support Teaching & Learning, Assessment & Feedback
Enabling the virtual campus, extending the real campus
Space planning & Timetabling
Using technology in the physical space
Partnering with students in design & implementation: Internships, Staff & Student Conference, Advisory Boards & Workshops
Student as a Producer
Learning Landscapes
Residential accommodation
Leisure & commercial facilities
Research awards management
Research data management
Providing buildings and space: Specialised Lab space, Spin out space, Research office clusters
Data centre futures
Enabling the business scoping, understanding what we do, creating a blueprint of how we operate
Improving "back office" processes
Enabling "one version of the truth" & simpler integration
Resource management
Environmental sustainability
Providing buildings & space for staff
Campus wide wireless
Cloud desktop
Remote & online access
Room & space booking
Bring Your Own Device
Social spaces
Enabling collaboration
Providing universal access, DART
What needs to happen to just stand still
Maintaining the buildings & space in between
Maintaining the existing ICT infrastructure
Data centre futures
Ensuring compliance
Strategic review & planning
Student Engagement
Supporting Research
Business as Usual
Providing access
Enabling Business
A Responsive Real & Virtual Estate to Support
A great student experience
Employable & successful graduates
Meaningful research
Talented people
An international University
Growth & diversification
Contact relationship management
Student life cycle management
First impression, open day impact
Getting started through to intuitive use of space & technology
The Student Journey
Focus
Collaborate
Learn
Socialise
Audit the use of Blackboard and establish KPIs to measure progress
Review the use of online teaching and learning materials
Establish minimum expectations for the use of the learning management system
Develop the use of OER and multimedia within the LMS
Provide technology enabled learning spaces
Enable both independent and collaborative working for students and staff
Develop OER to display the best of the University
Develop distance learning, short courses, CPD and web consultancy in collaboration with partners
Provide support for staff and create school champions
Digital Education Plan
11,316 students (FTE)
1,202 staff
125,563 sqm
6,561 spaces
88 buildings
230,000+ ICT assets
90TB+ storage
3,600 desktop devices
Leisure, commercial & residential facilities life cycle management
This diagram is intended to show the processes required for the operation of the University. It is *not* an organisation diagram & therefore does not indicate departments or structure. The block arrows in the top third of the diagram indicate the core process of the University relating to education, research & income generation. Many of the processes operated by areas such as Communications & Marketing, Finance, Registry, Library, Estates, ICT etc., are embedded in the core processes & each of the supporting processes. For example marketing & communications activity takes please within recruitment through to alumni management, staff life cycle, etc. Finance activity takes place in application management, research, external income management etc.
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