Wessex Group ILT Strategy Day
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Wessex Group ILT Strategy Day 21 March 2014 Planning and implementing our ILT strategy Links to Strategic Drivers Funding and management Outcomes and impact ‘Bear traps’ and risks. 1. Strategies … Usage audit BYOD / fixed machines Wifi VLE v social networking

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Wessex Group ILT Strategy Day

21 March 2014

Planning and implementing our ILT strategy

Links to Strategic Drivers

Funding and management

Outcomes and impact

‘Bear traps’ and risks.


  • 1. Strategies

  • Usage audit

  • BYOD / fixed machines

  • Wifi

  • VLE v social networking

  • Customer focused IT support

  • iPads and CPD

  • IT champions

  • Bespoke IT training.


  • 2. Links to Strategic Drivers

  • Maintain and seek further improvements in student outcomes through high quality curriculum delivery.

  • Seek further financial efficiencies and develop current or new income streams.

  • Recruit, retain and develop inspirational and highly effective staff.

  • Further development of curriculum in niche vocational areas and Higher Education.


3. Funding and Management – structure v1

Assistant Principal

IT Network Manager

IT Resources Manager

CIS Manager

Application Developer

CIS

Officer

Application Developer

CIS

Officer

IT Apprentice

2nd Line Fast Response IT Technician

IT Network

Technician

  • Impact

  • A massive reduction in the number of outstanding jobs on the Helpdesk (22 v 278)

  • An improved IT and CIS service provided to all users, including improved communication.

  • An opportunity for internal progression for staff involved.

  • A saving of £31k per annum on staff costs, and significantly better budgetary management has yielded further savings to IT costs (circa. £20k per annum).


3. Funding and Management – structure v2

Assistant Principal: Business and Estates

IT Manager

CIS Manager

IT Apprentice

2nd Line Fast Response IT Technician

IT Network

Technician

Application Developer

CIS

Officer

CIS

Officer

Application Developer

  • Impact

  • A better understanding of the work of staff supporting the network

  • Some further financial savings both in terms of staffing [circa. £10k per annum] and resourcing.

  • Better value for money in relation to procurement of hardware particularly in relation to the network.


  • 4. Outcomes and Impact

  • Reduced IT costs and better value for money

  • Network management currently outsourced

  • Improved customer satisfaction with IT support

  • Increase in the number of staff utilising some form of IT to enhance teaching, learning and assessment

  • Efficiency gains in the delivery of the curriculum beyond the classroom.


  • 5. ‘Bear traps’ and risks

  • Preparing for new technology whilst not signing up to a white elephant

  • Blackmailed by the fear of the IT unknown

  • Being able to effectively project manage

  • Balancing prescribed requirements with encouraging innovative practice

  • Maintaining the gap between the pioneers and the luddites

  • Maintaining a focus on the relationship between teacher and student.


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