Jisc's international strategy

Editor's Notes

• #2: Apologise in advance text heavy Work in progress, want to be as informative as possible
• #3: Not agree under ‘products’ only – we are working to revise this in the next iteration of the Jisc Strategy (Objective 6) FE & skills strategy – Paul McKean HE & student experience – Sarah Davies International Strategy – Esther Wilkinson Research Strategy – Linda Naughton Cross cutting international Me in different place
• #4: As I said before we have undergone a great deal of internal change over the last few years. We are now turning our focus to working internationally, predominantly to support our members needs, but also to work  and collaborate with our international peers. Basically we want to do what Jisc does best, globally Last few years Jisc has been restructuring. As part of developing our structure Jisc has put in place four cross cutting sector strategies – fe and skills, teaching and learning (HE), research and international In international – it is our belief that we’ve lost a certain element of international presence, vision and visibility. This is what we are addressing. International strategy is very much in draft – work in progress – but this is the vision 4 areas Advocacy, visibility and rebuilding relationships – key partners US and China Delivering what we do in the uk for our members overseas to support their global activities Delivering new products and services to support international education Future proofing! New technologies Additional background notes – no need to talk through Why are the sector doing this? UK government targets Income generation (see TNE slide and MH notes) Phil comments – visa restrictions relaxed? Flux in political situation and changing global economy Brexit levels out the playing field – my initial concern too Eurocentric – silver lining Why should Jisc engage internationally (many reasons, these are my priority order!; can look at this from different perspectives) To meet our customer’s needs – our customers work internationally and require our support and services – mirroring the shift in the sector(led by HE). The sector we serve is international. Customer led approach. Competing and operating in a global workplace As a strategic leader – with the authority to negotiate and influence (e.g. with funding bodies) – to maintain a leadership position globally To enhance Jisc’s brand and reputation internationally, capitalise on our uniqueness To access expertise and advice – we can learn from others To showcase Jisc’s, and the UK’s specialists, expertise and advice To participate in, enable and support partnership and collaboration, who we choose to work with To develop leading edge technological solutions and engage in projects, addressing new and emerging challenges and opportunities (including sharing costs and risks) To gain knowledge and competitive advantage – being ahead of the curve To access funding opportunities, identification of international income generating opportunities for example European commission funding To benchmark ourselves and ideas with international comparators (as Jisc is unique in the UK) – we can learn from others To develop and extend our Janet network and its authentication, extend our infrastructure To integrate, rationalise and prioritise our current Jisc international portfolio To develop a new suite of Jisc services for international markets, visible and coherent offer
• #5: As I said before we have undergone a great deal of internal change over the last few years. We are now turning our focus to working internationally, predominantly to support our members needs, but also to work  and collaborate with our international peers. Basically we want to do what Jisc does best, globally Last few years Jisc has been restructuring. As part of developing our structure Jisc has put in place four cross cutting sector strategies – fe and skills, teaching and learning (HE), research and international In international – it is our belief that we’ve lost a certain element of international presence, vision and visibility. This is what we are addressing. International strategy is very much in draft – work in progress – but this is the vision 4 areas Advocacy, visibility and rebuilding relationships – key partners US and China Delivering what we do in the uk for our members overseas to support their global activities Delivering new products and services to support international education Future proofing! New technologies Additional background notes – no need to talk through Why are the sector doing this? UK government targets Income generation (see TNE slide and MH notes) Phil comments – visa restrictions relaxed? Flux in political situation and changing global economy Brexit levels out the playing field – my initial concern too Eurocentric – silver lining Why should Jisc engage internationally (many reasons, these are my priority order!; can look at this from different perspectives) To meet our customer’s needs – our customers work internationally and require our support and services – mirroring the shift in the sector(led by HE). The sector we serve is international. Customer led approach. Competing and operating in a global workplace As a strategic leader – with the authority to negotiate and influence (e.g. with funding bodies) – to maintain a leadership position globally To enhance Jisc’s brand and reputation internationally, capitalise on our uniqueness To access expertise and advice – we can learn from others To showcase Jisc’s, and the UK’s specialists, expertise and advice To participate in, enable and support partnership and collaboration, who we choose to work with To develop leading edge technological solutions and engage in projects, addressing new and emerging challenges and opportunities (including sharing costs and risks) To gain knowledge and competitive advantage – being ahead of the curve To access funding opportunities, identification of international income generating opportunities for example European commission funding To benchmark ourselves and ideas with international comparators (as Jisc is unique in the UK) – we can learn from others To develop and extend our Janet network and its authentication, extend our infrastructure To integrate, rationalise and prioritise our current Jisc international portfolio To develop a new suite of Jisc services for international markets, visible and coherent offer
• #9: Sustainability and business development Data impact, value and efficiency Marketing and communications
• #10: Business models Consultancy and brokerage Based on aggregating demand in the overseas location Work both with other NRENs and commercial providers NOT building our own infrastructure
• #11: Business models Consultancy and brokerage Based on aggregating demand in the overseas location Work both with other NRENs and commercial providers NOT building our own infrastructure