1. National ‘virtual’ e-learning advisory and support ‘centre’ Lawrence Hamburg Higher Education Academy HeLF: February 2006, London South Bank

2. HEFCE e-learning strategy (March 2005) identifies new ‘virtual centre’; Joint Management Board (HEFCE, JISC and Academy), Jan 2006, discussed and agreed how to take this forward; In establishing this function (‘centre’), we discussed the: –Why? –What? and –How? We agreed on a need to consult with the sector; Two broad models outlined. Context

3. JISC and Academy bring a wealth of complementary expertise and services to bear; Need for a ‘virtual centre’ to help ‘draw together’ and ‘join-up’ existing JISC and Academy e- learning activities; To bring coherence to the sector – is a ‘single entrance’ possible? Perhaps the answer is not a single point of access, but to ensure that wherever the point of enquiry originates this leads to the same set of informed choices and support. Why? – the problem (or opportunity)

4. Aim: to establish a seamless brokerage function both within and between our respective organisations to support the HE sector in a coherent and meaningful way. Key Objectives: –To ensure that whatever the starting point of an enquiry, this will lead to the same set of resources, alternatives and support. –To enable JISC advisory services and Academy subject centres adopt a proactive approach engaging with the HE sector to support the embedding of e-learning in institutions and work with partners, e.g. working with the staff and educational development community (HeLF etc). –Provide a one-stop web portal/resource, accessible via the JISC or Academy web-site, that points to existing information relevant and of interest to practitioners and planners, and provides on-line resources for staff development. What? – the solution

5. Establishing a seamless brokerage function will not offer a total solution, but it should become a catalyst for internal change. Developing this brokerage function presents a number of internal challenges, not least of all developing mechanisms and structures which foster ownership within both organisations. JISC/Academy partnership arrangements are at an early stage and developing this new and seamless approach to support the HE sector could be seen as relatively ambitious. Challenges and Issues

6. Current JISC/Academy e-learning support model Advisory and Content Services Developments Subject Centres Learning and teaching practice and research developments JISC Higher Education Academy CETLs HEIs Individuals/Groups

7. Adapted JISC/Academy e-learning support model incorporating brokerage function Advisory and Content Services Developments Subject Centres Learning and teaching practice and research developments JISC Higher Education Academy PVC network & e-learning SIG CETLs HEIs Individuals/Groups

8. Two broad options: Option 1: a ‘brokerage’ function within each organisation to join-up internal mechanisms, and subsequently external mechanisms (i.e. within and across the JISC and Academy) – a demand-led catalyst for change approach. Option 2: a new ‘centre’ located within one organisation – a supply-driven approach. Internal Mechanisms

9. Option 1: Brokers in each partner organisation – shared accountability Academy Joint Management Board (established March 2005) HEIs Individuals/Groups steering group (new) PORTAL JISC Broker (new) Consultant(s) senior Academy manager senior JISC manager JISC/Academy

10. Option 1: Brokers in each partner organisation – shared accountability Advantages - Less confusing to the sector - responsibility for ‘joining-up’ resting with existing internal providers, i.e. without creating another service or centre - Named brokers located in each organisation - ‘Joining-up’ tailored to suit individual Academy/JISC organisational structures. - Shared responsibilities for agreed actions - Flexibility, e.g. JISC/Academy staff (+ consultants) - Ownership within both organisations, i.e. to foster long term benefits and relationships - In the longer term, the broker role will be absorbed into each organisation. Disadvantages - Steering group members would need to undertake an active role and additional responsibilities - No single person or manager responsible for coordination.

11. Option 2: Centre located in JISC OR Academy (JISC example used) JISC/Academy Academy JISC National e-Learning Advisory & Support Centre Joint Management Board (established March 2005) HEIs Individuals/Groups Centre steering group (new) PORTAL Broker

12. Advantages -Clear structure and line-management responsibilities -Core staff located in one organisation -Could create one single point of access for HEIs Disadvantages -Ownership by internal providers could be problematic e.g. subject centres if Centre located in the JISC -Line management issues – would the Broker in one organisation be line-managed by the Centre manager in the other organisation and what difficulties would this create? -Isolation for one of the Brokers, i.e. the one located outside of the core Centre -This could hinder achieving the agreed ‘joining-up’ aims and objectives of the two partner organisations -Centre could also become absorbed within one organisation, i.e. an extension of existing organisational structures, hindering the opportunity to become a catalyst for change inside both the JISC and Academy. Option 2: Centre located in JISC OR Academy

13. Joint Management Board: Jan 2006 Agreed on need to bring coherence to the sector; Option 1 agreed – ‘brokerage’ function within each organisation to be established as a first step; Consultation with sector to be undertaken; Brokerage function and ‘joining-up’ to act as catalyst for change; April 2006 JMB to receive and discuss progress; Possibility of establishing a ‘centre’ not ruled out – for discussion at a later stage.

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