Jisc strategy 2019-2022

For funders, we will know we have their lasting confidence if they continue to fund us at current levels or more and ask us to take on new grant-funded challenges, as we have seen. Growing this level of funding in real terms will show we have their trust and that they see (and value) the difference we can make.

Each year we will produce a report summarising our thought leadership activities. Measurement will be linked to the degree of influence we have with government and institution leaders, which we will see in the membership survey and anecdotally.

Deliver world-class core services

We will continue listening and investing to ensure that our service and capability levels within our core offer remain fit for members’ future needs.

This investment will be thoughtfully directed with a well-defined roadmap of improvements in each key product area, governed by a redesigned product management process. This will ensure the roadmap is driven by our understanding of members’ requirements and priorities and will involve them.

Offer value-added service

We'll develop vibrant new services that are co-designed and driven by the needs of members in HE, FE and research, and are distinct from the commercial market.

We will launch a number of new minimum viable products annually.

Inspire with thought leadership

A critical part of our role is to stimulate transformative change in the sector’s use of technology to improve teaching, learning and research.

We have defined six key areas where we will focus our thought leadership and become our members’ and funders’ first point of call for advice on how they engage with and benefit from these futures:

• Advanced e-infrastructure and cyber security
• Education 4.0 and technology-enhanced learning
• Open science and collections management
• Research 4.0
• Data analytics
• Student experience

We will proactively bring our thought leadership to life by developing new products and services that stimulate the transformations needed by the sector and will aim for these to be our hero products of our future.

Transform Jisc

To make everything happen, we need to be well run, operating effectively and efficiently.

Our aim is to be regarded as the best-run sector agency, with a people strategy that ensures we have the right culture, the right skills and the right internal processes to make things easy to do within Jisc, and make Jisc easy for members and customers to do business with.

Provide financial leadership

Our strategy is underpinned by strong financial foundations that enable us to maintain the best quality service and deliver our product and thought leadership strategies while ensuring membership subscription is kept ‘low’, with an aim to maintain increases that are inflation-based or less, subject to grant funding.

We aim to address the balance of funding/income and to achieve a goal of 50% from non-grant sources. 

We will run ourselves efficiently, ensuring that costs as a proportion of revenue grow less than inflation and aiming for an annual operating surplus of around £1m pa, while at the same time fully investing our restricted income in core purpose improved offerings.

Product strategies