Yesterday I got together with colleagues from 3 Universities who, like us, are reviewing their student systems. All of us coming from a different starting point, and all at different stages of our projects, but a lot to learn from each other. We'll be keeping in touch during our projects, sharing information, letting our project teams network with teach other, and jointly getting a feel from suppliers about their products, roadmaps and capabilities.
Later in the day I talked to the rest of the exec team about planning for next year, and had a very productive meeting about a review of our Process Improvement Unit which we need to do over the next few weeks to secure its continued funding.
Today was one of those days where my diary was full of end to end meetings - some requiring teleportation to get from opposite ends of the campus in no time.
One of them was looking at our new portal and how we keep developing it. Most of our discussion was about how we improve the way we target communication to staff and students who actually need or want the information, rather than blanket staff and student emails. We want to reduce the amount of emails, and use our portal to both push messages and allow customers to pull the ones they're interested in. Hopefully it will benefit the senders and receivers of information if we get it right.
Showing posts with label portal. Show all posts
Showing posts with label portal. Show all posts
Tuesday, 21 January 2014
Monday, 16 September 2013
The Social Portal
Final session of the day from Jim Murphy on Your Next Intranet, the Social Portal.
The old intranet vs the new social portals. Main differences:
Company centric vs People centric
Broadcast vs Engaging
Authoritative vs Empowering
Controlled vs Flexible
Orchestrated vs Open
Stable vs Adaptive
Business to Employee vs Employee to Employee
One place to go vs Omnipresent
Lots of people looking to replace their company intranets with more socially orientated platforms.
Intranet/portal can have many uses ranging from a gateway to applications, to a web based workplace.
Moving more from company centric, corporate news, corporate applications, through to people centric with voluntary, free form profile pages, social software, self directed team support.
Revenue of enterprise portal vendors is declining, enterprise social software revenue is growing,
Employee portal used to be there to improve adoption of enterprise systems. Now using social to help adoption of portal. Should be thinking how we can improve adoption of social. Stop thinking about technology, think about what the user experience is and what they want.
Not, what's in it for the organisation, but what's in it for me. Don't create an environment that someone has to go to, but an environment that goes to them, ie is wherever they're working.
Social intranets require new skills and disciplines:
Traditional cf. Social:
Executive sponsor. cf. Leadership participation
Site administration cf. community management
Content management. cf. content curation
Site design cf. User experience design
Need interaction and interoperability between mobile apps, enterprise apps, people centred services.
Provide services where people need them. Don't make them go to another environment.
Social capability should be in all portal strategies
But, "social" is no panacea, compliment it with business process strategies, content management, portal.
- Posted using BlogPress from my iPa
The old intranet vs the new social portals. Main differences:
Company centric vs People centric
Broadcast vs Engaging
Authoritative vs Empowering
Controlled vs Flexible
Orchestrated vs Open
Stable vs Adaptive
Business to Employee vs Employee to Employee
One place to go vs Omnipresent
Lots of people looking to replace their company intranets with more socially orientated platforms.
Intranet/portal can have many uses ranging from a gateway to applications, to a web based workplace.
Moving more from company centric, corporate news, corporate applications, through to people centric with voluntary, free form profile pages, social software, self directed team support.
Revenue of enterprise portal vendors is declining, enterprise social software revenue is growing,
Employee portal used to be there to improve adoption of enterprise systems. Now using social to help adoption of portal. Should be thinking how we can improve adoption of social. Stop thinking about technology, think about what the user experience is and what they want.
Not, what's in it for the organisation, but what's in it for me. Don't create an environment that someone has to go to, but an environment that goes to them, ie is wherever they're working.
Social intranets require new skills and disciplines:
Traditional cf. Social:
Executive sponsor. cf. Leadership participation
Site administration cf. community management
Content management. cf. content curation
Site design cf. User experience design
Need interaction and interoperability between mobile apps, enterprise apps, people centred services.
Provide services where people need them. Don't make them go to another environment.
Social capability should be in all portal strategies
But, "social" is no panacea, compliment it with business process strategies, content management, portal.
- Posted using BlogPress from my iPa
Tuesday, 6 August 2013
MUSE is dead, long live MUSE
Well, back from hols - great relaxing break, only spoiled by the amount of emails in my inbox, most of them junk. Perhaps we should all adopt this technique - put a vacation message on saying all mails received while you're away will be deleted. As long as you give an alternative address for urgent things to be forwarded to (PA, a colleague), would it be a good idea?
Exciting day to come back to work yesterday - launch of new portal - MUSE (My University of Sheffield Environment, in case you wondered). All gathered at 8am, and after a bit of a hiccough due to a slight hardware failure problem over the weekend, some magic was done and it was live. Here's the team just a couple of minutes after it had gone live
Not forgetting Nomit who was out of shot.
All developed in house by our great team of developers, it looks really good and has been the result of a team effort. This is just the first phase, there's lots more to come. What was really pleasing was how little issues we had - we had extra staff on the Helpdesk standing by, but very little came through. So, shows what good preparation and comms were done.
There's a nice little video about it here:
The videos are produced by our intern, who is doing a great job. Here's one he's just finished on phishing:
Exciting day to come back to work yesterday - launch of new portal - MUSE (My University of Sheffield Environment, in case you wondered). All gathered at 8am, and after a bit of a hiccough due to a slight hardware failure problem over the weekend, some magic was done and it was live. Here's the team just a couple of minutes after it had gone live
Not forgetting Nomit who was out of shot.
All developed in house by our great team of developers, it looks really good and has been the result of a team effort. This is just the first phase, there's lots more to come. What was really pleasing was how little issues we had - we had extra staff on the Helpdesk standing by, but very little came through. So, shows what good preparation and comms were done.
There's a nice little video about it here:
The videos are produced by our intern, who is doing a great job. Here's one he's just finished on phishing:
Thursday, 13 June 2013
New MUSE.....
Our new portal is nearly ready to roll! MUSE - My University of Sheffield Environment in case you were wondering - will get a make over in a couple of weeks. All developed in-house - well done to the web and portal teams.The voice-over artist is quite good too :-)
Thursday, 9 May 2013
Digital by Design
The Cabinet Office have an initiative to modernise government called Digital by Design, and that could form the tag line for the University's new Digital Engagement Strategy. Although led by our Corporate Affairs department, it is a collaborative project with us and aims to make us the best in the sector at digital communications and marketing. On Tuesday I attended the University Executive Board with the director of Corporate Affairs to present the outline to them, and I'm pleased to say they were strongly supportive. We want our communications activity to be digitally led, not taking printed documents and converting them to digital. This includes everything from the prospectus to our events calendars. We've already made a start by redesigning the University home page, and the rest of the website will follow, and we've launched the Virtual Open Days and Google Street view of our buildings. Much more exciting stuff to come, with the focus on producing exciting, rich, high quality digital content. Hopefully,we'll be expanding our creative media facilities and support to allow staff as well as students to produce material.
There's also going to be a bigger focus across the University on engaging with our customers on social media. This is something we do very well already, especially in CiCs of course, but we need to spread this across the institution.
The redevelopment of our portal, MUSE, fits well into the strategy as it will allow us to surface content from the website to our staff and students in a more focused and targeted way. Eventually we'll be expanding this to prospective students, alumni and other stakeholders. It's an exciting project, and going well. Here's a sneak preview of what it might look like.
- Posted using BlogPress from my iPad
There's also going to be a bigger focus across the University on engaging with our customers on social media. This is something we do very well already, especially in CiCs of course, but we need to spread this across the institution.
The redevelopment of our portal, MUSE, fits well into the strategy as it will allow us to surface content from the website to our staff and students in a more focused and targeted way. Eventually we'll be expanding this to prospective students, alumni and other stakeholders. It's an exciting project, and going well. Here's a sneak preview of what it might look like.
- Posted using BlogPress from my iPad
Thursday, 24 May 2012
Gardens, SSB, Portals and Cloud
Sorry for short hiatus in blogging - my annual visit to Chelsea Flower Show has interrupted this week. Great day, glorious sunshine and stunning gardens. If you're interested, my favourite was Chris Beardshaw's Furzey Garden, absolutely gorgeous. And for pure bonkedness, Diarmund Gavin's pyramid garden - a crazy tree house. Just a shame you had to be a friend of his to go up it!
Anyway, back to work related matters. Service Strategy Board last Friday had a good look at the recommendations coming out of our awayday about how we could make it work better. We'll be developing much better service descriptions, developing service level agreements with measureable things that we can use to monitor how well we're performing, and developing a strategy for each appropriate service area. We're also going to carry out a revie of how work comes into the department, which currently is through many channels, including requests from Service Advisory groups, through our SER (service enhancement request ) system, throgh the helpdesk, and through ad hc meetings, conversations and telephone calls. the intention will be to streamline the process and funnel as many requests as possible through one route so thay can be properly prioritised and have resources allocated to them where necessary.
We also had a strategic liaison meeting with the Faculty of Science, where we had an interesting discussion about creating apprenticeships and training schemes for technical staff - something we're keen to work with them on.
I've also been to a catch up meeting on our new portal project where we've changed direction somewhat and are developing something in house which will achieve a lot of what we need to, and we will be looking to combine it with iGoogle to provide access to our services. More on that later, but it's looking very exciting.
Finally last week, I recorded a 10 minute presentation for a JISC webcast on cloud computing. I was asked to speak at it but couldn't make it, so we've combined a recording of me talking to a camera in my office with an Echo360 audio and slide recording, which I hope they'll be able to edit and show as part of the day. Always a bit weird being recorded, but was quite pleased that I took a 20 minute presentation and in one take got it down to 9 minutes 58 seconds!
This week so far has been mainly catching up, going to Chelsea, and walking round our new building getting used to where everyone is now. I think it's great that so many us are together, and you can bump into so many people just walking to the kitchen or printer.
Tuesday, 10 January 2012
Back to a New Year
Happy New Year everyone - hope you all had a good break, and are raring to go with this brand new year! Sorry for slight delay in blogging - have been struck dumb (literally for most of yesterday), with a cold and sore throat. Oh well, first I've had this winter so can't complain.
So, what's been happening since we came back? We've had a good meeting on how we're going to develop our new portal - so much has changed since we came up with the specification over a year ago (we put the project on hold to concentrate on our Enquirer and Applicant portal), that it needs revisiting. Portal technologies have changed, and we now have Google apps, which change the way we deliver some services. More discussions over the next week or two, and some investigaing to do about how things like iGoogle might integrate with our single sign on, before we come up with anything concrete.
Exciting meeting today with our University Executive Board discussing our response to the Diamond Report on Modernisation and Efficiency. There's a number of projects already taking forward some of the recommendations including a review of procurement and the introduction of a managed staff printing service, but I have been keen that we introduce a structured approach to business process review and service improvement, embedding it into the University culture. We've been investigating Lean, and today we presented our proposals to set up a small team to take this forward, and I'm pleased to say they were approved. Our focus will not be on just cost savings, but realignment of resources to better support the University's objectives, improving services to staff and students, and simplifying processes, especially those large complex ones which often interface between professional service and academic departments. Watch this space!
Also this week we've considered the Woolf Report into LSE's relationship with Libya. It's a very comprehensive report, and contains a number of recommendations around the ethics of universities accepting donations. It raises a number of issues about due diligence which I suspect many Universities are now considering.
And finally, I got the report from the IiP assessor who recently reviewed the department - we reached the standard in all areas, and had many areas of good practice highlighted. One or two areas for development identified, but on the whole it was excellent - obviously a lot of good work going on in the department - well done everyone.
So, what's been happening since we came back? We've had a good meeting on how we're going to develop our new portal - so much has changed since we came up with the specification over a year ago (we put the project on hold to concentrate on our Enquirer and Applicant portal), that it needs revisiting. Portal technologies have changed, and we now have Google apps, which change the way we deliver some services. More discussions over the next week or two, and some investigaing to do about how things like iGoogle might integrate with our single sign on, before we come up with anything concrete.
Exciting meeting today with our University Executive Board discussing our response to the Diamond Report on Modernisation and Efficiency. There's a number of projects already taking forward some of the recommendations including a review of procurement and the introduction of a managed staff printing service, but I have been keen that we introduce a structured approach to business process review and service improvement, embedding it into the University culture. We've been investigating Lean, and today we presented our proposals to set up a small team to take this forward, and I'm pleased to say they were approved. Our focus will not be on just cost savings, but realignment of resources to better support the University's objectives, improving services to staff and students, and simplifying processes, especially those large complex ones which often interface between professional service and academic departments. Watch this space!
Also this week we've considered the Woolf Report into LSE's relationship with Libya. It's a very comprehensive report, and contains a number of recommendations around the ethics of universities accepting donations. It raises a number of issues about due diligence which I suspect many Universities are now considering.
And finally, I got the report from the IiP assessor who recently reviewed the department - we reached the standard in all areas, and had many areas of good practice highlighted. One or two areas for development identified, but on the whole it was excellent - obviously a lot of good work going on in the department - well done everyone.
Wednesday, 21 September 2011
Portals, Collaboration and Content
The UUK Efficiency Conference is over, a very useful day, and I'm still in London for the Gartner Portals, Collaboration and Content Conference. When I first started coming to these the focus was very much on the technology, what portal technology to use, how to generate and store content etc. Looking at the programme for the next couple of days the emphasis has changed to much more about how software is used, especially for collaboration and the use of social media.
Will try and blog some of the sessions, probably in note form, whilst suffering withdrawal symptoms from missing Freshers Week in Sheffield. Am being kept in touch though by frequent updates through twitter and mail, and sounds like lots of good team work going on back there.
Given the emphasis on social media here, I was surprised there was no mention of using social media during the conference to interact with colleagues, and the hashtag wasn't pushed in the intro or displayed. Maybe Gartner needs to get social!
First session today was entitled Business gets Social, and in summary covered:
As individuals and professionals we have been quick to embrace the internet and a new generation of technologies born on the Web to change the way we communicate, connect, voice our opinions and concerns, or take decisions. We are changing faster as individuals than the organizations we do business with. As employees, customers, partners, consumers, citizens, or participants in open conversations, we expect those that employ us and those that want our business to engage with us differently. Businesses need to get social.
Here are my notes, a bit long, it was an hour of fast delivered information, but some interesting nuggets if you scan through it.
The many faces of social:
Public social networks started in the 70s and 80s, with The Well, The Source. Now Facebook, Twitter, Google plus. Difference is organisation, around content taxonomies in old ones, new ones organised around people.
Social behaviour is governed by the social behaviour of others. Social relationships are often based on trust and reputation. Social communication has moved form unspoken signals, to cave drawings, to storytelling, printing press, radio, Internet, twittering..... All forms of communication, just using different media.
Over last 30,000 years size of human brain has shrunk by 10%. One theory of why is we were less social then, and humans had to be more capable. As we live in closer proximity, people are smarter in a collective group, can rely on others. De-duplication of function.
Unconscious emotions, intuitions, biases, social norms and habits drive most human behaviour.can make assumptions about people based on 1/10 sec exposure to a face.
Social pervades our organisations. Within our teams, with peers, across the organisational structure, on the board. Social phenomena are an intrinsic part of everything we do. Social also transcends the enterprise. Networks of friends, family, etc which influence what we do. People respond to social cues and ignore organisational controls. Social collectives drive attitudes and purchasing decisions.
Social is not just new sharing and collaboration tools, or a communication channel. It also provides context - information, actions and agents. It drives relationships and reputation. Can't just use it like you'd use other media to broadcast messages.
Enterprise 2.0:
Bringing the social read/write web into the enterprise.
Austins Law. Internal hierarchical resistance to bringing social web into the enterprise. Based on number of employees and number of levels in hierarchy.
Where is social adoption fast:
Education at the top.
Youth using social tools and fuelling new employee demands
Smaller, more agile firms adopting quickly
Pace of Change:
1971 first microprocessor
1977 email
1981 pcs
1985 on line community The Well
1991 www
1995 Windows 95
1997 apple Newton
2001 Wikepedia
2002 Friendster
2003 Facebook
Then accelerates rapidly
Now we have things like The Pulse of the Nation. A Twitter sentiment analysis showing how happy are people according to tweets.
Behaviours are changing forever. Moving from personal productivity through knowledge distribution to collective empowerment. Is it revolution? Yes probably.
Rate of change is accelerating. Going to see new forms of social networking appearing with bigger impact. If you can't cope already, retire.
Customer relationship now about consumerisation of IT. Socially and digitally connected customers.
IT depts getting freaked out about it. "iPad provokes IT anxiety" recent headline. Companies buying them and then telling IT department to get them working.
Control is an illusion, get over it.
48% of companies ban access to Facebook during working hours. Completely pointless as everyone has smart phones etc. Like banning Internet back in 90s
Consumers more willing to complain than before, more willing to comment and talk about it, more likely to leave a bad company after one experience, social networks magnify these up.
And the point?
Recognise the massive power of people
Mass collaboration is the differentiator
You can engage with them, or ignore them. At your peril.
The future:
The Internet of Things, Embedded sensors, Image recognition, augmented reality, near field communication
Real time predicate analysis, big data, audio and video analysis, in memory computing
Natural user interaction, touch and gesture, media tablets, screen advances, natural language question answering
Life logging.
Ubiquitous cameras, wearable cameras, ultra cheap storage, instant upload to social media, Diminishing expectations of privacy.
Instrumentation and self quantification. Measuring blood pressure, Sperm count, etc. Uploading it and sharing it (hopefully with doctors..?)
Mobile devices are transformational. Smart phones will outship PCs in next couple of years.
Spend on apps rising rapidly. Question from consumers will be "Why can't this application be more like an app?" Prediction that soon we'll be spending more on apps from app stores than on big enterprise applications like SAP. And of course spend won't be in IT department.
How do we deliver apps through our portals? Portals will be much more personal.
Phew. That's it
- Posted using BlogPress from my iPad
Will try and blog some of the sessions, probably in note form, whilst suffering withdrawal symptoms from missing Freshers Week in Sheffield. Am being kept in touch though by frequent updates through twitter and mail, and sounds like lots of good team work going on back there.
Given the emphasis on social media here, I was surprised there was no mention of using social media during the conference to interact with colleagues, and the hashtag wasn't pushed in the intro or displayed. Maybe Gartner needs to get social!
First session today was entitled Business gets Social, and in summary covered:
As individuals and professionals we have been quick to embrace the internet and a new generation of technologies born on the Web to change the way we communicate, connect, voice our opinions and concerns, or take decisions. We are changing faster as individuals than the organizations we do business with. As employees, customers, partners, consumers, citizens, or participants in open conversations, we expect those that employ us and those that want our business to engage with us differently. Businesses need to get social.
Here are my notes, a bit long, it was an hour of fast delivered information, but some interesting nuggets if you scan through it.
The many faces of social:
Public social networks started in the 70s and 80s, with The Well, The Source. Now Facebook, Twitter, Google plus. Difference is organisation, around content taxonomies in old ones, new ones organised around people.
Social behaviour is governed by the social behaviour of others. Social relationships are often based on trust and reputation. Social communication has moved form unspoken signals, to cave drawings, to storytelling, printing press, radio, Internet, twittering..... All forms of communication, just using different media.
Over last 30,000 years size of human brain has shrunk by 10%. One theory of why is we were less social then, and humans had to be more capable. As we live in closer proximity, people are smarter in a collective group, can rely on others. De-duplication of function.
Unconscious emotions, intuitions, biases, social norms and habits drive most human behaviour.can make assumptions about people based on 1/10 sec exposure to a face.
Social pervades our organisations. Within our teams, with peers, across the organisational structure, on the board. Social phenomena are an intrinsic part of everything we do. Social also transcends the enterprise. Networks of friends, family, etc which influence what we do. People respond to social cues and ignore organisational controls. Social collectives drive attitudes and purchasing decisions.
Social is not just new sharing and collaboration tools, or a communication channel. It also provides context - information, actions and agents. It drives relationships and reputation. Can't just use it like you'd use other media to broadcast messages.
Enterprise 2.0:
Bringing the social read/write web into the enterprise.
Austins Law. Internal hierarchical resistance to bringing social web into the enterprise. Based on number of employees and number of levels in hierarchy.
Where is social adoption fast:
Education at the top.
Youth using social tools and fuelling new employee demands
Smaller, more agile firms adopting quickly
Pace of Change:
1971 first microprocessor
1977 email
1981 pcs
1985 on line community The Well
1991 www
1995 Windows 95
1997 apple Newton
2001 Wikepedia
2002 Friendster
2003 Facebook
Then accelerates rapidly
Now we have things like The Pulse of the Nation. A Twitter sentiment analysis showing how happy are people according to tweets.
Behaviours are changing forever. Moving from personal productivity through knowledge distribution to collective empowerment. Is it revolution? Yes probably.
Rate of change is accelerating. Going to see new forms of social networking appearing with bigger impact. If you can't cope already, retire.
Customer relationship now about consumerisation of IT. Socially and digitally connected customers.
IT depts getting freaked out about it. "iPad provokes IT anxiety" recent headline. Companies buying them and then telling IT department to get them working.
Control is an illusion, get over it.
48% of companies ban access to Facebook during working hours. Completely pointless as everyone has smart phones etc. Like banning Internet back in 90s
Consumers more willing to complain than before, more willing to comment and talk about it, more likely to leave a bad company after one experience, social networks magnify these up.
And the point?
Recognise the massive power of people
Mass collaboration is the differentiator
You can engage with them, or ignore them. At your peril.
The future:
The Internet of Things, Embedded sensors, Image recognition, augmented reality, near field communication
Real time predicate analysis, big data, audio and video analysis, in memory computing
Natural user interaction, touch and gesture, media tablets, screen advances, natural language question answering
Life logging.
Ubiquitous cameras, wearable cameras, ultra cheap storage, instant upload to social media, Diminishing expectations of privacy.
Instrumentation and self quantification. Measuring blood pressure, Sperm count, etc. Uploading it and sharing it (hopefully with doctors..?)
Mobile devices are transformational. Smart phones will outship PCs in next couple of years.
Spend on apps rising rapidly. Question from consumers will be "Why can't this application be more like an app?" Prediction that soon we'll be spending more on apps from app stores than on big enterprise applications like SAP. And of course spend won't be in IT department.
How do we deliver apps through our portals? Portals will be much more personal.
Phew. That's it
- Posted using BlogPress from my iPad
Tuesday, 15 December 2009
Programmes and Projects
Lots of meetings yesterday - is there such a thing as a pre-Christmas meeting rush? First was with the Faculty of Arts and was one of our strategic liaison meetings. Discussion was around our main service areas - support for learning and teaching, research and communication and collaboration. We identified some priorities for further work and discussion, including the area of space utilisation and timetabling. They offer many degree programmes, with a high number of dual degrees, and finding enough space and with the right equipment is an issue for them. Currently we have a timetabler in each department, and the rather sophisticated software we have is used mainly as a room allocation system. At our Programme Board meeting yesterday we agreed to establish a new project to look at moving to a more central timetabling system, using more of the software's functionality to improve the utilisation of our estate. This links in with a number of University initiatives, including the carbon reduction one.
Also at the Programme Board we approved another new project, to review our portal. We've had a staff and student portal for some years as part of our strategy to make everything available over the web, and the time has come to review it. Lots of preparatory work already done, so now we need to make a decision on the way forward.
Following our Departmental Programme Board we had a meeting of the University Collaboration Improvement Programme Board where we had a very interesting discussion on whether Universities encouraged and rewarded collaboration, and how important it is to break down silo mentality. The latter is particularly important in times of financial difficulty - it's very easy to become very protectionist, but that won't get us anywhere - except into more difficulty.
Also at the Programme Board we approved another new project, to review our portal. We've had a staff and student portal for some years as part of our strategy to make everything available over the web, and the time has come to review it. Lots of preparatory work already done, so now we need to make a decision on the way forward.
Following our Departmental Programme Board we had a meeting of the University Collaboration Improvement Programme Board where we had a very interesting discussion on whether Universities encouraged and rewarded collaboration, and how important it is to break down silo mentality. The latter is particularly important in times of financial difficulty - it's very easy to become very protectionist, but that won't get us anywhere - except into more difficulty.
Wednesday, 22 July 2009
Portal and Planning
Must be the time for brainstorming, as we had another one at the end of last week on our portal. We've had a staff and student portal in place for many years and we're on the second platform for it, and looking to move to a new one. So, to start the review off we looked at what's good about it, what's bad about it, and what we need it to do that it doesn't do at the moment. Unsuprisingly, the good things were single sign-on, easy access to systems and services in one place, easy access when working off campus, customisable pages, it's personalised, viewing things without having to open the applications, and so on. Bad things - clunky interface, it can be slow, logs you out too easily, single point of failure, difficult to develop for. And things we want that we don't have - more customisation and personalisation, better interface, more targetted information, more widgets. So, we will start the review soon - hopefully to have something in place during next year.
We spent sometime yesterday in the Executive Team discussing the University's latest planning statement. This sets out the Unviersity's plans for the next few years, including the size and shape of the University, the way we see teaching and learning developing, the strategy for research including the recruitment of postgraduates, and our plans for internationalisation and equality and diversity. Key themes running through the document are flexibility and reducing complexity - things that will also be important to us as we develop our plans for this year.
We spent sometime yesterday in the Executive Team discussing the University's latest planning statement. This sets out the Unviersity's plans for the next few years, including the size and shape of the University, the way we see teaching and learning developing, the strategy for research including the recruitment of postgraduates, and our plans for internationalisation and equality and diversity. Key themes running through the document are flexibility and reducing complexity - things that will also be important to us as we develop our plans for this year.
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