Chaotic |
People and Culture |
Reducing the Burden |
Head of institution |
The (perception that the) current state is inexpensive to maintain and represents appropriate investment |
Chaotic |
Data Activities and Operation |
Reducing the Burden |
Chief operating officer |
Employees do not have to be trained with new skills |
Reactive |
Data Activities and Operation |
Improving Quality |
Data and information analysis |
We can see (if not deliver) the value of planning and modeling to make better use of our data |
Reactive |
Process/Business Process |
Reducing the Burden |
Chief financial officer |
We can meet our major reporting obligations and generally submit before deadline |
Reactive |
Process/Business Process |
Improving Quality |
Chief technology/systems officer |
Our processes around data are documented enough to make some activities repeatable |
Reactive |
Process/Business Process |
Increased Accessibility |
Data and information analysis |
Our reporting has moved beyond requirements for statutory and operational to supporting other departments/groups |
Reactive |
Data Activities and Operation |
Improving Quality |
Chief technology/systems officer |
The organisation is mostly protected from major issues arising from data defects we are aware of |
Reactive |
Data Activities and Operation |
Increased Accessibility |
Chief operating officer |
Our activities around the management of data reduce the risk of non compliance (but we don't know by how much) |
Reactive |
Data Activities and Operation |
Improving Quality |
Chief technology/systems officer |
We have a number of subject matter experts for data derived activities meaning we are not so reliant on individuals |
Reactive |
Process/Business Process |
Reducing the Burden |
Operational/data leader |
We are pragmatically applying solutions to daily data problems, thereby reducing the risk of longer term issues |
Reactive |
People and Culture |
Improving Quality |
Operational/data leader |
By improving data issue visibility and governance, we are more confident about the accuracy of our data |
Reactive |
People and Culture |
Increased Accessibility |
Chief technology/systems officer |
We are making considerations around the transparency of our core data so reducing confusion about what it's for |
Reactive |
Data Activities and Operation |
Improving Quality |
Chief operating officer |
Decisions about institution wide data should be used has moved beyond the registry and individual academic areas |
Reactive |
People and Culture |
Increased Accessibility |
Operational/data leader |
We can challenge data reuse so it is not always manipulated to meet an immediate local need |
Stable |
Data Activities and Operation |
Improving Quality |
Chief technology/systems officer |
We can safely and quickly manage business change as we understand the impact on our data asset |
Stable |
Process/Business Process |
Increased Accessibility |
Chief technology/systems officer |
We are beginning to create institution wide value by combining datasets to answer specific queries/support initiatives |
Stable |
Process/Business Process |
Reducing the Burden |
Chief technology/systems officer |
We understand the cost of change so can plan accordingly without compromising the integrity of the data asset |
Stable |
Process/Business Process |
Reducing the Burden |
Operational/data leader |
Our external submissions can be delivered at a lower cost than previously because much of the work is repeatable |
Stable |
Data Activities and Operation |
Increased Accessibility |
Operational/data leader |
Our data accuracy has improved because there is a shared understanding of the data supply and quality aspirations |
Stable |
Data Activities and Operation |
Increased Accessibility |
Chief operating officer |
We have less discussions over 'whose data is right' as we are working with a single version of trust for our primary data |
Stable |
Process/Business Process |
Improving Quality |
Chief technology/systems officer |
Our data is delivered in a more timely fashion because less time spent reconciling disparate data sources |
Stable |
Data Activities and Operation |
Increased Accessibility |
Chief operating officer |
Our data is more accessible because there is an acknowledgement of ownership for core datasets |
Stable |
Process/Business Process |
Reducing the Burden |
Chief financial officer |
We complete our HESA returns on time, and then submit less iterations to get it approved |
Stable |
Process/Business Process |
Improving Quality |
Chief operating officer |
Our issue management is much improved as major issues can be escalated and managed with a transparent business process |
Stable |
Process/Business Process |
Increased Accessibility |
Chief operating officer |
Visible data governance prevents some/much of data value being degraded by poor/unchallenged data management and manipulation |
Stable |
Data Activities and Operation |
Reducing the Burden |
Chief technology/systems officer |
We can manage our daily operations efficiently even when key staff are off sick or on holiday |
Stable |
People and Culture |
Reducing the Burden |
Chief technology/systems officer |
The cost of managing our data is in line with what we are prepared to spend funding it |
Stable |
Data Activities and Operation |
Reducing the Burden |
Chief financial officer |
The cost of collecting data is within our budgetary aspirations |
Stable |
Data Activities and Operation |
Reducing the Burden |
Operational/data leader |
Our data management activities have created a stable state where things are not getting worse! |
Stable |
People and Culture |
Improving Quality |
Head of academic area |
[Research] good research practice is in place (e.g. clear and robust plans ensure the integrity and quality of data) |
Stable |
Data Activities and Operation |
Improving Quality |
Operational/data leader |
We can bring together a multi disciplinary team to resolve data related issues |
Stable |
Data Activities and Operation |
Increased Accessibility |
Operational/data leader |
We save time because everyone knows who to ask about specific data assets/outputs/returns |
Stable |
People and Culture |
Increased Accessibility |
Chief operating officer |
We have mitigated many (not all) of our legal and regulatory issues around data |
Stable |
Data Activities and Operation |
Improving Quality |
Chief technology/systems officer |
Our data security has improved because the implications are understood and roles are clear |
Stable |
People and Culture |
Increased Accessibility |
Head of academic area |
[Research] - our data management ensures compliance with both funders and institutional expectations and policies |
Stable |
Data Activities and Operation |
Improving Student Experience |
Chief operating officer |
We have improved our student support and guidance by providing them with more timely and accurate data |
Stable |
Data Activities and Operation |
Improving Quality |
Head of academic area |
We can now apply quality measures to our core data sets and monitor them with useful KPIs |
Stable |
Data Activities and Operation |
Improving Quality |
Chief operating officer |
We can show the value and ongoing cost of our most important datasets by setting and tracking Key Performance Indicators |
Stable |
Process/Business Process |
Improving Quality |
Head of institution |
We are able to report that our data is fit for purpose to our audit committee with a reasonable level of confidence |
Reactive |
People and Culture |
Increased Accessibility |
Operational/data leader |
We can challenge data reuse so it is not rarely manipulated to meet an immediate local need for the key datasets |
Proactive |
Process/Business Process |
Increased Accessibility |
Chief financial officer |
Our data governance approach provides a reasonable level of confidence when responding to FOI requests |
Proactive |
Process/Business Process |
Reducing the Burden |
Chief financial officer |
Our data governance and data management approach provides a reasonable level of confidence that we are working to ICO/Data Protection guidelines |
Proactive |
Process/Business Process |
Reducing the Burden |
Chief financial officer |
Our data governance and data management approach provides a reasonable level of confidence that we are compliant to our CMA obligations |
Proactive |
People and Culture |
Improving Student Experience |
Head of institution |
Our organisation understands the institution wide value of data, and is therefore making far better use of it |
Proactive |
Process/Business Process |
Improving Quality |
Chief technology/systems officer |
Business change is reflected in our data improvement strategy so moving us towards our desired end state |
Proactive |
Process/Business Process |
Increased Accessibility |
Chief technology/systems officer |
Our long term/holistic view of potential changes ensures the implementation of this change is at the lowest cost and risk for the data asset |
Proactive |
Process/Business Process |
Improving Quality |
Chief operating officer |
Our capabilities around modelling ensure business change and development are simplified and delivered at the lowest possible cost |
Proactive |
Data Activities and Operation |
Improving Student Experience |
Chief financial officer |
Our data management capability visibly adds value to our services and products, and forms the basis for new ones |
Proactive |
Data Activities and Operation |
Increased Accessibility |
Chief financial officer |
Our data capability in all areas and understanding of the value of our data asset has led us to create sophisticated analytical models |
Proactive |
Technology |
Increased Accessibility |
Chief operating officer |
We can scale up and scale out data services at understood costs and timescales |
Proactive |
People and Culture |
Increased Accessibility |
Head of academic area |
[Research] Our data management provides opportunities for collaboration with other researchers within a single discipline, or even with other disciplines |
Proactive |
People and Culture |
Increased Accessibility |
Head of academic area |
[Research] Our data management approach attracts new collaborators and research partners |
Proactive |
Data Activities and Operation |
Reducing the Burden |
Chief operating officer |
Our data supply for all statutory returns and external obligations including course accreditation is optimised and efficient |
Proactive |
Process/Business Process |
Reducing the Burden |
Chief operating officer |
The HEAR record is created and maintained by an accountable body/team and trusted throughout the institution |
Proactive |
Process/Business Process |
Improving Quality |
Chief operating officer |
By modifying our well understood business processes and data activities, we can be ready for in year collections (HESA Data Futures) |
Proactive |
Process/Business Process |
Improving Quality |
Chief operating officer |
Our student experience is visibly improved through the way our data is collected, managed and presented |
Proactive |
Data Activities and Operation |
Reducing the Burden |
Head of institution |
Everyone who is involved with managing data is providing an excellent service to the rest of the organisation |
Proactive |
Data Activities and Operation |
Improving Quality |
Operational/data leader |
Our trusted, respected and efficient data management team deliver on time and on budget operational and strategic outputs |
Proactive |
People and Culture |
Increased Accessibility |
Head of institution |
Our management and business information service is trusted and used by a large percentage of staff |
Proactive |
Data Activities and Operation |
Improving Student Experience |
Head of academic area |
Our ability to track student progression is underpinned by the approach we have to collect, use and present the data around courses and attainment |
Proactive |
Process/Business Process |
Improving Student Experience |
Head of academic area |
Our teaching is assessed using the same data for all courses, modules and assessments. Interventions are evidence driven from this data |
Proactive |
Data Activities and Operation |
Improving Student Experience |
Operational/data leader |
Our student management and student learning (VLE) data has a high level of seamless integration |
Proactive |
Data Activities and Operation |
Improving Student Experience |
Head of institution |
Our use of external data such as NSS scores and Student Survey allows us to make targeted interventions to improve results |
Proactive |
Process/Business Process |
Increased Accessibility |
Chief technology/systems officer |
Business change is understood, analysed, managed and implemented without issue or delay because of confusions over data |
Proactive |
Data Activities and Operation |
Reducing the Burden |
Chief financial officer |
Our collection costs are efficient, minimised and appropriate |
Proactive |
Process/Business Process |
Reducing the Burden |
Chief operating officer |
Resolving operational issues form part of a data improvement strategy and we don't make the same mistakes twice |
Proactive |
Data Activities and Operation |
Improving Quality |
Chief technology/systems officer |
Our operational efficiency and rigorous business process ensure the majority of the Data Management work is around development and improvement |
Proactive |
Data Activities and Operation |
Increased Accessibility |
Head of institution |
Our data governance approach Increases flexibility to cope with unscheduled external requests without affecting daily operations |
Proactive |
People and Culture |
Improving Quality |
Chief technology/systems officer |
Our data governance approach gives confidence in the institutional data assets being fit for purpose, accurate and timely and useful to all |
Proactive |
People and Culture |
Reducing the Burden |
Head of institution |
Our data governance approach allows us to realise the value of participating in a shared data landscape with the rest of the sector |
Proactive |
Process/Business Process |
Reducing the Burden |
Chief operating officer |
By documenting business process, our data management staff are efficient, effective and trusted experts for the organisation |
Proactive |
Process/Business Process |
Increased Accessibility |
Chief technology/systems officer |
Because we efficiently manage our daily operations, we have sufficient capacity to deal with unplanned change |
Proactive |
People and Culture |
Reducing the Burden |
Chief technology/systems officer |
We have far fewer data silos meaning our staff work with data and not on it |
Proactive |
People and Culture |
Increased Accessibility |
Head of institution |
We have a culture where data is everyone's opportunity not a few people's problem |
Proactive |
Data Activities and Operation |
Improving Quality |
Chief technology/systems officer |
To add value to our data, we allocate and ring fence data analyst resource to ensure timeliness and quality of outputs |
Proactive |
People and Culture |
Improving Quality |
Chief operating officer |
Roles and responsibilities for data ownership are well understood, and there is accountability for decisions and actions |
Proactive |
Process/Business Process |
Improving Quality |
Head of institution |
We are able to report that our data is fit for purpose to our audit committee with a high level of confidence |
Proactive |
Data Activities and Operation |
Reducing the Burden |
Chief technology/systems officer |
As we are efficiently managing our data, more focus, resource and investment can now be devoted to adding value to our data across the whole organisation |
Proactive |
People and Culture |
Increased Accessibility |
Head of academic area |
[Research] Data governance of key datasets visibly increases researcher profile through data dissemination and re-use |
Proactive |
People and Culture |
Reducing the Burden |
Head of institution |
By training and developing our staff, their motivation and effectiveness are very high. |
Proactive |
Data Activities and Operation |
Improving Quality |
Chief financial officer |
By securing our data in line with published policies, we are confident our statutory and other obligations are always met |
Proactive |
Data Activities and Operation |
Improving Quality |
Chief technology/systems officer |
Our data governance gives us a good oversight of risks and issues thereby lessoning the chance of non compliance |
Proactive |
Process/Business Process |
Improving Quality |
Chief operating officer |
We have confidence - and data backed evidence - that our regulatory and statutory obligations are being consistently met |
Proactive |
Data Activities and Operation |
Reducing the Burden |
Chief operating officer |
We have a 'hub' for data outputs that is accurate, trusted, timely and flexible so serving the majority of data requirements |
Proactive |
Process/Business Process |
Increased Accessibility |
Chief financial officer |
Our data governance approach provides confidence when responding to FOI requests |
Proactive |
Process/Business Process |
Reducing the Burden |
Chief financial officer |
Our data governance and data management approach provides confidence that we are working to ICO/Data Protection guidelines |
Proactive |
Process/Business Process |
Reducing the Burden |
Chief financial officer |
Our data governance and data management approach provides confidence that we are compliant to our CMA obligations |
Proactive |
Data Activities and Operation |
Reducing the Burden |
Chief operating officer |
We resolve data issues quickly, efficiently and in line with well understood principles and governance |
Proactive |
Technology |
Improving Quality |
Chief technology/systems officer |
By investing in our data architecture function, we understand the impact of change before committing to it |
Proactive |
Technology |
Reducing the Burden |
Chief technology/systems officer |
Our tools, platforms and technology are provided in line with the business requirements to manage our data asset |
Proactive |
People and Culture |
Increased Accessibility |
Chief technology/systems officer |
The quality, accuracy and timeliness of our data outputs provides significant decision support for operational and strategic questions |
Proactive |
People and Culture |
Improving Quality |
Head of institution |
Data is accessible, trusted and understood so can therefore be used to support day to day decisions |
Proactive |
People and Culture |
Improving Student Experience |
Head of institution |
We can exceed our customer expectations In terms of operation, efficiency, cost effectiveness and decisions support |
Proactive |
Data Activities and Operation |
Increased Accessibility |
Chief operating officer |
Our data capability is at a level where we can provide real time - or near real time - Management information and dashboards for all levels of staff |
Proactive |
Data Activities and Operation |
Improving Quality |
Chief operating officer |
Data sharing agreements ensures data is never manipulated tactically to resolve local issues |
Proactive |
Data Activities and Operation |
Increased Accessibility |
Head of academic area |
[Research] Our data management approach facilitates the sharing and re-use of research data for future research |
Proactive |
Data Activities and Operation |
Increased Accessibility |
Head of academic area |
[Research] Our data management enhances the visibility of research data and increases the number of citations |
Proactive |
Process/Business Process |
Reducing the Burden |
Chief operating officer |
We have confidence that our data assets are well understood and will operate within the business continuity framework/event |
Proactive |
Data Activities and Operation |
Improving Quality |
Chief operating officer |
By setting metrics for our datasets, we can track and demonstrate their cost, value and other performance indicators |
Proactive |
Data Activities and Operation |
Improving Quality |
Head of institution |
Our data quality framework ensures we manage the business effectively through a single, trusted set of operational data |
Proactive |
People and Culture |
Improving Quality |
Chief operating officer |
Our data governance approach ensures better decision making through a trusted set of linked data covering professional and academic data |
Proactive |
Process/Business Process |
Improving Student Experience |
Chief operating officer |
Student recruiment is much enhanced through a flexible, trusted analytics service |
Proactive |
Process/Business Process |
Improving Student Experience |
Chief operating officer |
Confirmation and clearing is much enhanced through a flexible, trusted analytics service |
Predictive |
Technology |
Increased Accessibility |
Chief technology/systems officer |
New services can be quickly and cost effectively built from our datasets |
Predictive |
Process/Business Process |
Increased Accessibility |
Chief operating officer |
Our planning and modelling is at a level where we can model business change in terms of data and process |
Predictive |
Data Activities and Operation |
Improving Student Experience |
Head of institution |
Delivering accelerated digital services powered by data and comprising all mine-able data assets |
Predictive |
Process/Business Process |
Improving Student Experience |
Chief operating officer |
Business change is fully integrated into the data management functions thereby reducing cost and increasing value of change |
Predictive |
Process/Business Process |
Reducing the Burden |
Chief financial officer |
All of our operational processes are automated and integrated with wider business processes |
Predictive |
Process/Business Process |
Reducing the Burden |
Head of academic area |
Our reporting obligations are underpinned by a 'submit once' principle reducing time and cost for submissions |
Predictive |
Technology |
Reducing the Burden |
Chief technology/systems officer |
Harmonisation and consolidation of IT systems / resources has made us far more effective and efficient |
Predictive |
Data Activities and Operation |
Improving Quality |
Chief operating officer |
Data issues are understood, measured, communicated, mitigated and learned from in a continuous improvement methodology |
Predictive |
People and Culture |
Improving Student Experience |
Data and information analysis |
By having such highly trained staff, we can build innovative business propositions that demonstrate competitive advantage |
Predictive |
Data Activities and Operation |
Increased Accessibility |
Data and information analysis |
We have a predictive analytics capability which supports greater student retention and a far richer student experience |
Predictive |
Data Activities and Operation |
Increased Accessibility |
Data and information analysis |
We link datasets (both internally and externally) to continually improve our retention and other KPIs on student experience |
Predictive |
Data Activities and Operation |
Increased Accessibility |
Data and information analysis |
We have a full and in-depth understanding of our widening participation metrics and can report confidently on that |
Predictive |
Process/Business Process |
Increased Accessibility |
Head of institution |
Transparent view of the entire lifecycle of the student through the institution |
Predictive |
Data Activities and Operation |
Improving Student Experience |
Chief operating officer |
Our data is providing full accessibility and transparency for students around how we use their data |
Predictive |
Data Activities and Operation |
Improving Quality |
Head of academic area |
[Research] Our data capability is such that it enhances citizen science and public engagement activities. |
Predictive |
Data Activities and Operation |
Improving Quality |
Head of academic area |
[Research] Our data capability is such that we can visibly show Improved research integrity and validation of research results |
Predictive |
People and Culture |
Increased Accessibility |
Head of academic area |
[Research] Our data capability is such that we can present visibility of research outputs from publicly funded research |
Predictive |
Data Activities and Operation |
Increased Accessibility |
Data and information analysis |
By integrating our performance metrics with executive MI/BI, we constantly demonstrate how data is supporting the organisation |
Predictive |
Technology |
Improving Quality |
Chief technology/systems officer |
Technology deployed in support of data analysis is used organisationally wide and the outputs are 100% trusted |