My slide deck from the recent CanHeit-Tecc conference; 'Enabling the Structures of Digital Pedagogy'

1. Enabling the Structures of Digital Pedagogy
Jim Nottingham, CIO, University of the Arts London
June 2018

2. I studied at Loughborough University for my undergraduate degree and at Louisiana State University for my post graduate
degree (MFA) I am a Charted IT professional and have been a cohort member of Gartner’s CIO Academy and the
Entrepreneurial University Leadership Programme.
I have over 30 years of experience of working in Higher Education in a range of many roles, including Teaching.
I have research interests in Fine Art Printmaking, The Conservation of Engraved Printing Plates, The History of Early Printing at
Oxford & the IT/Digital aspects of Higher Education.
My role as CIO encompasses all aspects of operational University IT, Institutional Wide IT strategy, Leading on the University
Digital strategy, legal compliance, Major Institutional-wide change projects and Institutional wide change programmes (PMO).

3. What is UAL?...the DNA
‘Because the World Needs Creativity’
The University of the Arts London is the umbrella organisation for 6 world class Colleges of Art, Performance & Design:
London College of Fashion.
London College of Communication.
Central St Martins.
Chelsea College of Art.
Camberwell College of Art.
Wimbledon College of Art.
18 sites over central London (A big WAN)
21 thousand full time students 47% international. 22 thousand part-time students.
New ventures.....ICC, Commerce, Arts Temps, Incubation, Awarding Bodies, City Sites, Modual, DMC, UAL School,
Global Influencers.
The Creative Industries in the UK are worth over £100 billion PA & rising.

5. Recovery
Stop the
Bleeding
Getting There
But Arrogance
Can Kill
Progress
Start Gradual
Improvement
Stabilise
Implement Rapid
Improvement

6. This Means.....
As a first step, people in higher education need to better understand the fourth
industrial revolution. This will allow them to authoritatively probe their students’
future-readiness and to think about how higher education can improve it.
Even in fields where jobs are not replaced, automation of routine tasks will
fundamentally alter them. So, if their graduates are going to remain employable,
higher education institutions need to explicitly inculcate the kinds of critical thinking,
emotional intelligence and learning ability that, for all the advances in AI, remain
beyond the current abilities of computers.
The future labour market needs not content experts or information processors but
creators, analysers, problem solvers, collaborators and lifelong learners who are
able to acquire new skills as old ones quickly become obsolete. Gleason 2017

7. The
Leading Strategy
The Colleges
Research
Enterprise
Social Impact
The Enabling Strategies

8. Transformative
Education
World leading
Research and
Enterprise
Communication
and
Collaboration
Building an
Inspirational
Environment
• support and enable Learning & Teaching
• commonality of the discipline of purpose within the Colleges
• gain the trust of our end users.
• deliver an excellent technical infrastructure
• deliver key university wide programs
• provide a secure environment
• offer high levels of IT availability
• fully support innovation
• be fast followers
• high levels of transparency
• honest about our ability to deliver programs
• explore opportunities to extend and enhance our community

9. Governance
CIO
Exec Board
UOB
COO
ITUSG ITCOG
BoG
Finance,
Risk & Audit

10. Information Governance
LIMS
SIRO =
Registrar
IAO
CIO
IT Security
Manger
DPO/Legal

11. Chief Information Officer
Jim Nottingham
AD Services & Operations
Associate Director
Lise Foster
Projects & Solutions
Associate Director
Helen Davies
Finance Team
Head of Technical
Services
Keith Joy
Head of Service
Operations
Lynne Friskey
Head of IT
Communications
Jon Lucas
Head of
Programmes &
Projects
Emma Parker
Head of Solutions
Architecture
Justin Birt
Head of Application
Delivery
Caroline Kelly
Spot the Difference…

14. UAL IT Services Teamship Statements
Building a Team

16. UAL IT Strategy
Business PartnershipCollegial Partnership
The Colleges Professional
Services
Enterprise Layer
University IT Services
Technical Job
Family
Academic Job
Family
Professional Job
Family

17. Lines of Professional Responsibility:
IT Services Outwards
IT Services
Academic
Enterprise
The Colleges
Professional
Services
Research

19. Students
& Staff
Outcomes Operations
Community
Future Needs
University Strategic Plan
The Colleges
Academic Development
Operations & External Affairs

20. Content / UX / Business Application
Business Applications
(e.g. QL, ABW, Rex, iTrent,etc)
Infrastructure Architecture
(e.g. Tomcat, Apache, IIS, MS SQL)
Operating System
Virtualisation/Hypervisor/Data Centre
Hardware
Network
2015/16
University
IT Services
Business & Systems
Owners + Vendors
UAL IT Strategy
Technical Landscape
Non-Aligned but
Business Critical
Service Management
Programmes management
Governance,
IT Policies & Standards
Risk
Audit
Ownership &
Accountability
Alignment with
‘Grey Area’ (High Risk)
Information Governance
Current best practise introduces a distinction between business ownership (responsible for data management,
functionality and front line operations) and system ownership (responsible for platforms, availability and
maintenance aspects).

21. Content / UX / Business
Application
Application Service
(e.g. QL, ABW, Intranet )
Infrastructure Architecture
(e.g. Tomcat, Apache, IIS, MS SQL)
Operating System
Virtualisation / Hypervisor
Hardware
Network
University
IT Services
Business Units
UAL IT Strategy
Technical Landscape
Service Management
Programmes management
Governance,
Business operation
IT Policies & Standards
Ownership &
Accountability
Vendor Compliance &
Management
Information Governance,
Business & Legal
Requirements
Alignment with
Negotiated Structure
2016/17

22. Academic Departments
Application Service
(e.g. QL, ABW, Moodle, Intranet )
Operating Systems
Servers
Hardware
Network
Vendor Compliance &
Management
Business & Legal
Requirements
Business Operations
Technical Landscape
Policies & Standards
University IT Services
Ownership &
Accountability
Alignment with
Strategies and
Operational Plans
University IT Services
Security
Business Operations
UAL IT Strategy
Information Governance
Business & Legal
Requirements
Technical Landscape
Service Management
Vendor Compliance &
Management
Policies & Standards
Programme Management
OEA Departments
Security
The Colleges
ICC
Research
Projects & Programmes
2017/19

23. Huge Challenges Ahead
Home
Supply Chain
EU Students
International
Students
Cost of Study
In London
Government
Metrics
Creative
Industries
Cost of Study
Government
Policy

25. Strategically Driven Major Projects & Programs
Access
Control
£450k
Digital
Archives and
Collections
£1.2m
Hourly Paid
System
(HPS) £900k
Application
Integration
Platform
£350k
Academic
Enterprise
Marketing &
Sales System
£1.2m
Render &
Storage
£1.7m
Student
System
Replacement
(SSR) £4.2m
Print
Management
System £self
funding
Data Centre
Migration
£1.3m
Curriculum
Management
System £self
funded
Online Forms
£20k
OESP: Wsi,
Portfolio,
Digital
Workspace et
al £2.3m PA
Bringing
Moodle in
House £self
funded
DR Data
Centre £700k
User Account
Management
£168k
Render &
Storage
£700k
Monitoring &
Preference of
IT Systems
£400
Information
Security &
Network
Visibility
£550k
Seamless &
MFA £250k
QL Legacy
Data Centre
£110k

27. UAL Critical Creative Digital Values (Orr & White)
Being Digital & Teaching Digitally
Digital inclusion is at the heart of our work to support attainment and diversity.
Digital and the physical spaces for teaching and learning are entwined.
The digital is an integrated element of creative practice.
Digital is a tool for enquiry for staff and students.
Digital is concerned with identity and becoming.

29. The Dave White (Visitors & Residents)…http://daveowhite.com

30. Professor Susan Orr & Dave White
UAL Critical Creative Digital

31. • It just works.
• Technology enhances teaching.
• Digital first but......
• Collegial partnership.
• Developing a management structure to encourage innovative technology that
positively influences pedagogy.
• Budgets.
• Risk Registers (BFF…& also the CFO)
The Foundations

32. Key UAL-Wide IT Strategic Markers
• Higher levels of investment in creative maker spaces.
• A focus on BYOE.
• The provision of high end digital resources.
• The appropriation of technology is a key creative driver.
• UAL IT is both physical and digital.
• Continuing high levels of investment in technical backbone.
• Privacy, Ethics, global consciousness, identity and becoming.
• The rise in Ai, VR & AR, how best to engage.
• Investment in leading global cultural change

33. Outcomes
• Digitally fluent students & staff
• An Edgeless campus.
• A total learning environment.
• Being able to deliver alternate forms of course delivery.
• Having the capacity for rapid portfolio expansion.
• Collapsing boundaries, new opportunities.
• Being on the edge of technology adoption.
‘Because the World Needs Creativity’

34. Questions
Twitter: @jimnottingham
Blogger: http://jimnottingham.blogspot.com

35. Educause, Building a Technology Strategy to Enable Next Generation IT, Kay, Morse 2018
UAL Draft Critical Creative Digital Strategy, Orr & White, 2018
Higher Education must Prepare https://www.timeshighereducation.com/features/higher-education-must-prepare-for-the-rise-of-the-machines Gleason, 2017
Discovering the Post Digital Art School, Deakin, Webb, 2017
Educause, New Approaches to Higher Education IT Strategic Planning, ECAR IT Strategic Plans Working Group 2017
Is Technology Good for Education? Selwyn, 2016
Technology in higher education: defining the strategic leader A joint report between Jisc and Educause on the changing role of the IT leader, 2015
UAL: Digital Task Force Report, Terrett, 2015
The Art of Critical Making, Somerson, Hermano, 2013.
Digital Habitats, Stewarding technology for communities, Wenger, white, smith 2009
The Tower and The Cloud, Katz (ed) 2008
The New CIO Leader, Broadbent, Kitzis, 2005
References