HEAnet Strategic Plan: Network Excellence for Irish Education and Research

1. HEAnet Strategy2008 - 2013 TF-MSP 3rd February 2009 Brian Boyle

3. Introduction • Strategy: developing a plan • Context • Development Process • Methodologies • Key points of the Strategic plan • High level overview • Where it will take us by 2013

4. Context • Previous Strategic Plan, 2002 – 2007 • Client Strategy • Government Strategy • Our operational environment

5. Development process • Consultation • Revisit old friends: • Mission, Vision and Values • Previous plan • Workshops • SWOT analysis • Competence Analysis

6. Development process • Key consultations • Internal staff & management workshops • Regional workshops • Research of published strategies and plans of other NRENs, HEIs, and best practice • One to one board member meetings • Board workshop

7. Summary of the consultation • Significant consultation and feedback • 91 stakeholders involved • Board input (individually and as a group)‏ • Several drafts • Final agreement

8. Consultation Seeking answers to some key questions: • What was successful in the previous Plan? • What was not achieved, and Why? • To what extent are the Mission and Vision that guided us through the last 4 years valid for the next 5 years?

9. What are the current strengths/weaknesses of HEAnet? • What are the opportunities/threats facing HEAnet? • What is on the landscape for our clients over the next five years?

11. Mission and Vision Statements “HEAnet and its staff are committed to delivering and supporting advanced network and associated ICT services in furtherance of national and international objectives for Irish education and research.”

12. Corporate Values In delivering the strategic imperatives outlined in this document, HEAnet promotes adherence to the following corporate values amongst its staff and stakeholders: Integrity Open & Transparent Collaboration Enthusiasm

13. Who is our Primary Customer..? In order to provide clarity around direction and priorities, it is necessary to identify which of the various stakeholders is the organisation's primary customer: • Primary Customer = Irish educational institutions; • Primary providers of direction = HEAnet's funders.

14. The Enivornment in which HEAnet will Operate In the years ahead

17. Internet Penetration, Growth in last year Broadband Connections: 2008 Q’ly mobile broadband growth Less time spent online than EU average Broadband Penetration Homes with a Computer Mobile Penetration 120% 1M 57% 65% 15% 60% 19% And this is just today!

18. 1995: WEB overtakes GOPHER, FTP 2000: P2P overtakes WEB 2013: VIDEO CONTENT overtakes P2P 2025: VIDEO COMMUNICATION overtakes VIDEO CONTENT

19. The core of our Plan 5 strategic pillars Linked to success indicators

21. Network Excellence • Central to HEAnet’s core function, is the provision of a reliable and robust network. • Based on fibre-optic infrastructure, providing the most advanced facilities and services in Ireland to meet the needs of our education and academic community.

22. Network Excellence HEAnet's critical role is to: • Provide a high-speed network through which its customers can access learning and share/store information as quickly and easily as possible; • Fulfill this through providing a network and ICT infrastructure on which its clients can rely 24/365; • Continue to ensure that the network on which its customers rely maintains the highest possible standards of reliability and resilience; • Support “next generation” teaching, learning and research.

23. Customer Aligned • While HEAnet’s principal responsibility is to provide the network and associated ICT services which facilitate its clients’ learning and research, • the organisation will broaden its view beyond the network itself, therefore ensuring that actions and activities are focused on the needs and requirements of its customers

24. Customer Aligned This entails: • Developing an ever-increasing intimacy with and awareness of the organisation's customers and their situations; • Continuously reviewing the environment in which its customers operate, developing an ever-greater understanding of their objectives and issues, and engendering a close relationship of collaboration and trust with all its customers; • Increasing the value for money provided to customers through a deeper understanding of their strategies, goals and challenges;

25. Competence & Capability • HEAnet is proud to have staff who hold a very high level of competency and capability within their fields. • However, as technologies develop and customers’ needs change, it is critical that the organisation recognises and acts on the strategic importance of continuously developing its people and organisation.

26. Competence & Capability The Company will regularly examine and invest in: • Its individual and organisational competence and capability; • Developing and refining its structures and behaviours; • The skill sets to best meet the strategic imperatives in this plan and fulfill the needs of its customers.

27. Innovation and Collaboration • Innovation is a key ingredient in HEAnet’s success and that of the educational institutions it serves, as well as a key driver within the national agenda. • HEAnet customers focus on the provision of the best possible educational & research facilities over HEAnet’s production quality network; • They also rely on HEAnet to proactively bring “leading-edge” network technologies to them

28. Innovation & Collaboration • HEAnet must adopt a proactive leadership role in promoting the newest and most advanced thinking and solutions to its customers. • The organisation does not preclude embarking on additional projects from time to time – providing they meet criteria: • Value for money; • Promotes collaboration; • Appropriate scale; • Innovation; • Existence of specialist expertise; • Sustainability.

29. Service Excellence • HEAnet is committed to continuously enhancing the service it provides to its customers. • This requires benchmarking and measurement of services against best practice and international peers. • To support this, the company will put more robust SLAs in place: • to facilitate a clear understanding of the nature and quality of service that its customers need • to enable measurement of the extent to which those needs are fulfilled

30. Service Excellence As part of this pillar of the strategy, emphasis will be placed on: • Enhancing the existing customer relationship management skills within the organisation; • Anticipating and providing solutions to critical customer requirements.

31. Feedback on the Strategic Pillars • Put emphasis on keeping your people up-to-the-minute and feature succession planning • Put “value for money” up front in any customer service aspect of the strategy • Make the strategy one of action and decisive delivery • The strategy must not be so tightly defined as to disable the organisation from considering/ exploring opportunities

32. Next Steps... • Development of detailed operational plans; • Total involvement • Workshops • Corporate Objectives • Departmental Objectives • Team / Individual Objectives • Incorporation into TARGET.

33. Summary • Strategic context • Environment we exist within • The development process • An overview of our Plan and what it implies • An idea of what HEAnet plans to do

34. Questions ?