Finding new ways to teach,
learn and discover
University of Greenwich
Information and
Technology Strategy
2013 – 2017
Contents
‘It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change’
Charles Darwin
University strategy
st
Page 2
3
21 Century context
4
Driving principles
5
Seven strategic IT areas
6
1 – Learning and teaching
7
2 – Research and enterprise
8
3 – Community and experience
9
4 – Enterprise solutions
10
5 – Infrastructure
11
6 – Governance, compliance and security
12
7 – Service, support and change
13
Resources
14
Indicative programme
15
University of Greenwich
Foreword from the Vice Chancellor
Information Technology is crucially
important to much of what we do at
the university. This strategy outlines
how we will harness the power of
technology to enhance our learning
and teaching and research and
enterprise. It also describes how we
will improve the services and
infrastructure that make the
university work by upgrading the
underpinning technology.
All this will require considerable
investment, which we judge to be
essential to our future success.
I encourage all staff to engage
positively with this IT strategy and
shape its implementation so that it
best meets our future needs.
Professor David Maguire
Vice-Chancellor
University Strategy
The university has developed a five year Strategic Plan (through to 2017), which sets a challenging and
aspirational agenda for the future of the institution. This, together with related internal strategies, a changing
external environment and rapidly evolving technology have driven the context of the IT Strategy.
Our mission is; to inspire society through the discovery, application and dissemination of knowledge
Our vision is; by 2017, we will have an enhanced reputation as a leading London university
The Strategic Plan
articulates four key strategic
objectives, which are
outlined to the right. The IT
Strategy uses these
objectives and identifies
where technology can
positively contribute to
achieving the goals
contained within each
objective.
Page 3
1 – Learning and teaching
Maximising the individual potential
and satisfaction of students through
outstanding learning and teaching.
2 – Research and enterprise
Enhancing our capability as a
research informed and enterprising
institution which produces
international quality research and
knowledge exchange.
3 – Community and experiences
Creating a strong sense of
community and ensuring that all
associated with the university have
great experiences.
4 – Services and infrastructure
Building effective, efficient and
sustainable services and an
infrastructure that supports the
university’s activities.
IT Strategy
21st Century context
The level of expectation of IT in 2012 is unrecognisable when compared to only a few years
ago. IT is embedded into all aspects of life and work – a pervasive business enabler which
is available from anywhere on any device at any time. Widely available solutions for
personal and home use on a variety of mobile devices mean both students and staff expect
university IT systems and services to perform to the same standard. This is the reality and
the challenge, and the university must respond.
Big data and rich media. The complexity
of online content, whether it be high
volume structured data, streamed lectures
or YouTube resources, has become a game
changer for IT. This directly impacts on the
sourcing and location of infrastructure,
network capacity and the way in which it is
managed and supported.
Compliance. We must be cognisant of
statutory requirements within the sector,
internal and external audit and legal
compliance.
Security and information assurance. The
open and largely permissive IT
environment within the university makes
us susceptible to external threats. This
requires active risk management.
Page 4
Online self-service processes. Students
and staff do not expect to have to deal
with paper, queue at a desk or telephone
in order to interact with the university or
carry out core processes.
Always available. 24*7*365 availability is
expected but must be balanced against
what is affordable. Any modern IT driven
business must take resilience, distribution
and disaster recovery very seriously.
Off-site delivery models. IT is becoming
more commoditised, with systems and
modular services available via the cloud,
managed and hosted services and via
shared services.
University of Greenwich
Driving principles
Information and Library Services will continue to enhance the way in which IT is procured, developed,
implemented, maintained and supported. We see IT as an enabler of the university mission and vision,
with strong centrally provided services, developed and implemented collaboratively and deployed and
managed locally wherever possible.
The principles are defined to provide a framework and guide for the management of information
technology across the university, and are an important element of ensuring the continued
development and operation of our IT environment is effective and coherent.
Service orientated. We will work with Faculties
and Offices to facilitate consistent, effective and
efficient processes which are fully service
orientated rather than organisation orientated.
Integrated data. Data should be integrated
rather than repeated, with a common meta
model for data used wherever possible. Where
appropriate, central data will be provided for
local re-use to avoid parallel storage and
repetition.
Secure and compliant operating environment.
All aspects of the implementation, management
and support of IT will adhere to industry standard
principles in relation to information management
and security.
Sustainability. Information and Library Services
has a large role to play in ensuring IT
infrastructure choices positively contribute to
carbon reduction targets, therefore helping the
university maintain its position as one of the
greenest universities in the UK (according to the
People and Planet Green League Table).
Professionalism and skills. We will invest time
and resources into the development of
professional IT staff, to ensure they possess the
right skills and capabilities to deliver on the IT
Strategy.
Page 5
Adaptive and flexible. We will aim to implement
solutions which provide an excellent customer
experience by being flexible and responsive, so
that the IT environment can adapt to changing
demand over time.
Best practice systems and services. Wherever
possible industry and sector standard solutions
will continue to be preferred.
Industry standard operating environment. Good
practice approaches to project management,
service management and governance will be
further embedded throughout the university.
Experimentation and innovation. Capacity will
be created to collaborate with Faculties and
Offices to enable development and innovation.
Standards and architecture. The development of
consistent standards and a common
understanding of the IT environment are key to
ensuring the IT Strategy is implemented.
Simplified. In an increasingly complex IT world
we will aim to abstract the complexity for users,
ensuring the systems and services are as simple
as possible, with straightforward user interfaces.
Service. We aim to provide an excellent service.
IT queries and problems will be resolved as
quickly as possible, with a target of 80% for “first
time fix rate” by the end of the planning period.
IT Strategy
Seven strategic areas for IT
Following the development of the Strategic Plan and consultation with staff around the
university, the IT Strategy has been broken down into the following areas. Each area has a
page within the strategy which in each case defines;
 What we will deliver
 What outcomes will be achieved
 What measures of success will be assessed
The Strategic IT areas are;
1.
2.
3.
4.
5.
6.
7.
Learning and teaching
Research and enterprise
Community and experience
Enterprise solutions
Infrastructure
Governance, compliance and security
Service, support and change
The IT Strategy articulates an ambitious agenda that will require additional resources, which
are outlined in summary at the end of the document. Additionally, an indicative programme
is provided which identifies the high level scheduling of the various development and
implementation programmes.
Page 6
University of Greenwich
1
Learning and teaching
We will place the student experience and the academic staff who provide
their teaching at the centre of our work, helping students to learn
interactively and effectively. The IT strategy will actively support the
technology-enhanced requirements of the learning, teaching and assessment
strategy. National Student Survey results covering IT and learning resources
are consistently above both university and sector averages – we will
incrementally aim to increase this position. We have invested in staffing
resources specifically in order to develop the IT and learning resource
services, with the majority of the emphasis on academic facing services. The
high level activities covering learning and teaching are;
Technology enhanced learning
environment, providing an
integrated and personalised suite
of systems and services which
can be accessed consistently
from anywhere on any device.
Improved e-learning. Building on
the implementation of Moodle,
we will work with all
stakeholders to develop the
Greenwich Connect e-learning
strategy in order to improve the
richness of the Virtual Learning
Environment (and other
associated tools) and significantly
increase the level and quality of
adoption.
Teaching space technology will
continue to be improved and
maintained at a high standard, by
introducing a rolling programme
of maintenance and
improvement. Adoption and use
of classroom technology will be
increased via a programme of
training.
Page 7
Lecture capture, streaming and
podcasting will be researched and
investigated via pilot early in the
planning period with a view to
university wide rollout if successful.
Ease of use, publishing and deployment
will be key.
Academic resource discovery will be
implemented, which will allow
federated searching across physical
holdings and electronic subscription
academic resources, databases and
journals as well as free to use open and
external resources, such as Google
Scholar. This will enable the blending of
the boundary between e-learning and
the library.
Student support will be integrated and
delivered consistently, with a selfservice knowledge base provided and
remote support tools adopted by
support engineers.
The Stockwell Street library will be
available from 2014/15 and contain
flexible and modern technology to
support learning and teaching.
Outcomes
Modern, industry standard and
easy to use learning and teaching
technology environment.
Subject specific applications and
resources are available in sufficient
quantity.
High quality IT support service.
High quality, flexible technology
enhanced learning spaces, with a
personalised learning environment
providing a range of learning
resources and student facing
services, available online on any
smart device.
Measures of success
National Student Survey results for
IT and learning resources
incrementally increase and remain
above average; acting as a
barometer for the student
perspective of our services.
Easier to discover resources and
improved e-learning will positively
impact student success and degree
classification.
Student IT enquiries are resolved at
the point of origin in 80% of cases.
All courses are augmented with
high quality e-learning content.
IT Strategy
2 Research and Enterprise
Historically there have been limited resources provided
specifically in support of research. With the strategic aim to
increase both research and enterprise income and outputs a
range of systems and services will be implemented to support
the university in its goal.
Outcomes
Research administration
will continue to improve,
with bid management and
workflow, reporting, costing
and signoff being provided,
as well as additional tools to
assist with project and
milestone management.
High Performance
Computing requirements
will be explored with
relevant research groups to
achieve economies of scale
and to facilitate computer
processing resources for
entry level researchers.
Research active staff
receive a proactive, prompt
and bespoke service when
required.
Rich research information
portal content will be
provided to enable
academic staff to better
understand how to become
research active, and how to
develop and submit
proposals to funding bodies.
Academic resource
discovery will allow both
subscription and open access
resources to be interrogated,
searched and discovered
using a single, integrated
system.
Atypical computing
requirements will be
facilitated by creating
flexible and adaptive
support processes which
allow research requirements
to be effectively captured
and enabled.
Research output
management via the
repository (GALA) will
continue to be enhanced.
Page 8
Online collaborative tools
will be provided which will
allow research activity and
projects to be managed and
research staff to share
information and collaborate.
Online content located on
the website which describes
the university’s research and
our researchers will be
significantly improved.
Research life cycle
management and
administration is effective
and efficient.
Provision of business
intelligence to support
research management at
all levels as well as project
monitoring.
Rich and comprehensive
online research
information to support
communication and
dissemination of the
university’s research
activity and output.
Measures of success
Increased positive bid rate
without proportional
increase in back office
resources.
Bespoke research
requirements can be
provisioned effectively and
efficiently using centrally
managed infrastructure.
University of Greenwich
3
Community and Experience
Information technology has a significant role to play in facilitating a
sense of community, through the dissemination of information,
provision of collaborative and social software and enabling effective
communication.
The University web site will be
redeveloped, focussing on look
and feel, modernisation and the
breadth of content it contains.
Ownership and responsibility for
content creation and management
will be devolved to Faculties and
Offices.
A mobile framework will be
implemented which will provide a
range of applications and services
via all of the common mobile and
tablet platforms.
The current portal and intranet
will be evaluated early in the
planning period and a strategy and
implementation plan produced
which identifies the next
generation approach to internal
online content and self-service
system deployment.
Communications technology to
support collaboration,
teleconferencing, mobile and
peripatetic working and online
presentation will be implemented,
built on the voice over IP (VOIP)
digital telephone system.
Ensure effective change
management in relation to
implementation of new and
amended processes and systems.
Page 9
Social networking,
collaboration and blogging
tools are a part of the modern
technology landscape, and offer
a vehicle to communicate and
collaborate within a more open
and public context. Key tools,
for example Facebook, Twitter
and Google Docs, will be
investigated and integrated into
Moodle to allow tutors to
interact with students in their
own space. Best practice advice
will be developed to allow
students and staff to use the
tools in a productive and safe
manner.
Staff and student communities
will be facilitated by technology,
using online tools to develop
networks, facilitating work,
learning and social interaction.
This will be investigated within
the development of the
Greenwich Connects e-learning
strategy.
Facilitate improved staff
development across the
university via the enhancement
of online content, courses and
services relating to training and
development.
Outcomes
A university web site which is
rich, engaging and effective for
all university stakeholders.
The development of modern
social technology continues to
be explored, exploited and
appropriately woven into
university systems and
communication practice.
Students and staff are able to
access systems and services via
any device.
The next generation portal
technology is implemented, and
provides a modern, consistent
platform for internal content
and service delivery.
The use of modern
communication tools is
embedded within the
university.
Measures of success
The web site is considered in
the top ten within the UK
Higher Education sector.
The staff engagement survey
identifies an improvement in
communication within the
university.
Portal usage statistics for
students remain high (>98%)
and qualitative feedback is
positive.
IT Strategy
4
Enterprise solutions
The university possesses a good foundation of integrated business
systems which perform satisfactorily across the institution. Over the
next five years, the emphasis will be orientated towards process
enhancement and efficiency to ensure administrative processes are
optimised to be as effective as possible.
Outcomes
Office automation will be
improved by implementing
document management and
workflow.
The majority of processes will
be carried out online via a selfservice model.
Smart card technology will be
implemented providing an
integrated identity card
enabling access and control,
cashless processes and
attendance monitoring.
Relationship management
software (CRM) will be
investigated with a view to
providing an integrated student
life cycle communication
management environment,
allowing Faculties and Offices
to communicate with
applicants and students via a
single environment.
The Library Management
System has been reviewed with
a recommendation to either
replace or re-implement within
the period of the strategy.
Business processes across the
university will be evaluated and
improved, with an emphasis on
developing simple and integrated
processes spanning key
organisational areas and systems.
Principles of automation, data and
service integration and self-service
will be paramount.
Faculty organisation. Processes
contained within the Faculties will
be developed in order that optimal
value, effectiveness and economy
of scale can be achieved
Business intelligence will develop
over the lifetime of the strategy
with decision makers defining the
phasing of the development. This
will provide analytics via aggregate
reports and dashboards covering
all aspects of the institution.
Student participation data will be
brought together in the data
warehouse to facilitate predictive
analytics, allowing tutors to
understand student trajectory and
to target interventions where
necessary.
All core business processes
will be optimised and
represent best possible value
for money.
The office environment will be
automated as far as possible,
with the use of paper reduced
to a minimum and documents
available from anywhere on
any device.
Decision makers will have
current and relevant
information available to
facilitate informed decision
making.
Applicant and student
communications are
personalised, appropriate and
stored in a central repository
(but used locally).
Measures of success
National Student Survey
indicators for organisation and
management continue to
improve.
The cost of administration
within the university is
reduced in real terms.
Business intelligence means
the right decisions are made
at the right time, making the
university a more effective
organisation.
Page 10
University of Greenwich
5
Infrastructure
Over recent years the university has embarked on a programme of IT
infrastructure modernisation; for example, the implementation of
digital telephony, a single Windows 7 desktop environment and
significant server consolidation. The next five years will see further
simplification and modernisation, providing an industry standard
operating environment which is adaptive, reliable, secure and
scalable.
The data network will continue to
be developed to ensure it provides
a high availability and high
performance foundation for the
computing needs of the university.
The wireless service will be further
developed to ensure it can meet
significant growth in demand
whilst maintaining an excellent
service. Modern wireless
technology will enable high density
use within lecture theatres,
facilitating the innovative use of
teaching technology.
Resilience will continue to be at
the heart of the infrastructure
capital replacement strategy,
ensuring the maximum possible
level of service availability, with
critical systems distributed
between Greenwich and Medway.
Cloud, hosted, managed and
shared service infrastructure and
system delivery models will be
adopted wherever it is functionally
and economically appropriate.
The desktop and underpinning
systems environment will use
Microsoft based industry standard
technology to provide a familiar
and integrated user experience.
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The concept of bring your
own device (BYOD) will be
fully implemented to enable
the university to support the
majority of end point devices
with seamless and consistent
support. Key to this will be
the full implementation of
application virtualisation,
which will enable a secure and
consistent user experience to
be deployed to any device.
A desktop strategy will be
developed to consider the
approach and financial model
for student and staff desktop
device replacement.
Server consolidation will
continue to be implemented
throughout the institution to
reduce complexity and cost
and increase power utilisation
efficiency.
Advanced communications
will be implemented, which
will build on the roll out of
digital telephony by
integrating modern voice
orientated functions into the
desktop environment. This
will facilitate peripatetic and
mobile working.
Outcomes
High quality modern IT infrastructure
and systems environment which
meets the needs of the institution
and is adaptive, scalable, reliable and
secure.
Students and staff are able to use
any endpoint device (managed or
personally owned) and receive
applications and services delivered
and supported consistently and
securely.
Disaster recovery procedures are
high quality, subject to regular
testing and contribute positively to
institutional business continuity
capabilities.
Active end to end management of
the systems and infrastructure life
cycle will ensure optimal value and
use are achieved for all hardware
and software assets.
The data network (wired and
wireless) meets the needs of a
modern university and has increased
bandwidth onto the Janet backbone,
facilitating increased connections
and media rich content.
Measures of success
Service availability across all IT
infrastructure, services and systems
exceeds 99.5%.
Systems failure, unplanned
downtime, major security incidents
and denial of service attacks are kept
to a minimum or do not occur.
Significant increase in
communications and remote
working capability is a catalyst to
creating a connected and mobile
workforce.
IT Strategy
6
Governance, compliance and security
To ensure the IT strategy delivers on its goals it will be necessary to
implement a formal governance structure which will have oversight
of the IT environment and make sure programmes and projects are
strategically aligned, appropriate resources are available and
outcomes are monitored. Approaches to security and internal
operating procedures will be strengthened to ensure risks are
properly managed and the university successfully meets its IT audit
and compliance requirements.
A formal IT governance structure
(IT Strategy Steering Group) will
be implemented which will be
chaired by a member of the Vice
Chancellor’s Group (VCG) with
membership drawn from senior
staff across the institution. It will
report into VCG. The terms of
reference will include; defining
programme area priorities,
ensuring alignment with the
Strategic Plan, provision of
resources and monitoring of the
strategy and associated KPI’s.
A developer network will be
created to facilitate crossinstitutional collaboration,
development, innovation and
experimentation using tools and
techniques which can be
deployed for the benefit of
stakeholders across the
institution.
User groups and forums will be
created to facilitate
communication and
dissemination and the sharing of
good practice.
Page 12
Staff and student practice in
relation to information
assurance and security will
continue to be enhanced via
regular communication, online
documentation and training.
Policies and procedures
covering all aspects of the
management and delivery of IT
services will be consistently
produced and embedded to
ensure that the IT operating
environment is secure,
compliant and fit for purpose.
Regular internal security audits
will continue to be undertaken
to ensure that vulnerabilities
are discovered and corrected
proactively.
Good practice IT project
management techniques will be
embedded throughout the
institution, ensuring all staff
that have project leadership
responsibility possess requisite
skills and capabilities. A
particular focus will be ensuring
that project benefits are
effectively realised.
Outcomes
The IT operating environment is
effective, secure and compliant
and meets the needs of the
university.
Projects are run effectively
ensuring expected outcomes,
savings and benefits are delivered.
There is a culture of shared
ownership for IT within the
university, with rich and engaging
user groups and networks
facilitating development,
enhancement and the sharing of
good practice.
All staff fully understand and are
effective users of the IT systems
and services they need to use to do
their job.
Measures of success
Staff and students are more
effective in their work and
learning.
Survey and feedback responses are
positive and improve over time.
Programme areas and projects are
delivered on time, to budget and
fully realise planned outcomes and
expectations.
Data level security breaches are
avoided.
Internal and external audit reports
do not contain significant
recommendations.
University of Greenwich
7
Service, support and change
Industry good practice IT service delivery will be implemented,
providing an excellent IT support environment which will be
expert, responsive and professional, with an emphasis on high
initial resolution of IT incidents.
The integrated IT Helpdesk
function will be further
developed to ensure all IT,
Library and classroom
requests covering staff and
students are handled
promptly and accurately,
with a well understood,
consistent and repeatable
operating model. This will
be underpinned by the use
of the industry best practice
service delivery
methodology (ITIL), which
will provide a common
framework for handling all
aspects of IT support.
A service catalogue will be
developed and maintained
which will classify and
enable the effective
communication of all IT
services, their access and
use.
Change management
focussed resource will be
made available to ensure
new IT systems and services
are properly embedded
across the institution so that
benefits are realised from
projects and best value is
achieved.
Page 13
All routine service requests
will be classified and the
responsibility moved from
various IT teams to an
integrated first line support
function, providing a high
“first time fix” rate and a
better service. This will
remove repetitive tasks from
other areas of IT which will
enable more focus for
development and
enhancement work.
A knowledge base will be
developed which contains
information for IT support
staff to enable effective and
consistent resolution of
incidents and for users to
access online to enable selfservice issue resolution where
possible.
Second Line Support will
continue to provide reactive
office support when required,
but additionally will provide
proactive support, identify IT
needs and facilitate induction
and training for new tools and
services – providing a business
relationship function between
the IT service and the
university.
Outcomes
The IT support service is
efficient, effective, meets
its targets and is well
regarded by students and
staff.
Staff and students are
provided with a range of
materials which describe
and communicate the IT
services as well as how
they are accessed and
supported.
IT systems and services are
fully embedded into the
university, ensuring best
possible value is achieved
and benefits are realised.
The IT support service
moves from being passive
and reactive to proactive
and business facing.
Measures of success
“First time fix” rate >80%
Student and staff
satisfaction in relation to IT
services is high.
Increase in consistent and
competent use of IT
systems and services
enables staff and students
to be more effective in
their work and learning
IT Strategy
Resources
This strategy articulates an ambitious programme for change. A full restructure of the IT organisation within
Information and Library Services has taken place which has created a staffing model that is in line with
(affordable) best practice, referencing organisational models from peers around the country and the Skills
Framework for the Information Age (SFIA Foundation). In existing resource terms the IT strategy assumes:



A central IT service with motivated staff that possess relevant skills, capabilities and competencies.
An acceptance that the effective execution of the IT strategy is a shared responsibility, and relevant
staffing resources can be mobilised within Faculties, Schools and Offices to facilitate University wide
initiatives.
An assessment of the positioning of some existing IT orientated resources is undertaken to ensure value
for money and economies of scale can be achieved; for example, a move to desktop virtualisation would
require devolved PC equipment budgets to be repositioned.
Over a period of five years, it is impossible to precisely provide cost estimates for the various programmes
and projects articulated within the strategy. However, it is clear that additional annual resources will be
required which are outlined at high level below.
Infrastructure
(capital)
£1M pa
Well managed infrastructure
replacement is a rolling
requirement, which, as we look
to improve resilience,
distribution, bandwidth, storage
and capacity will require
significant investment.
The infrastructure budget will
enable the institution to
modernise over the next five
years and create an environment
which meets the underpinning
computing needs of the IT
strategy and therefore the
Strategic Plan.
By taking a holistic and planned
approach to infrastructure
lifecycle management we will
avoid a “peak and trough”
approach to funding and ensure
that the university has a known
level of budget to deliver the
level of service required through
the planning period and into the
future.
The budget will be placed under
the control of the IT Strategy
Steering Group (via VCG).
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Projects
(revenue)
£500K - £750K pa
The level of change proposed
within this IT Strategy will
require additional revenue
budget, which will provide;
Additional specialist staff to
supplement permanent IT
employees using medium term
contract staff working across
projects rather than high cost
agency resources.
Knowledge transfer, training
and staff development from
specialists to ensure projects
are successfully transferred to
business as usual.
Software licences and tools,
where required.
Consultancy and professional
services, particularly from
suppliers during the
implementation of particular
products.
The budget would be placed
under the control of the IT
Strategy Steering Group (via
VCG).
Academic Rolling
Programme (revenue)
£350K - £600 pa
Budgets to provide the
following student facing
facilities will be integrated to
provide a known resource level
which facilitates medium to
long term planning;
Student PCs and other end
point device replacement on a
(usually) four year cycle.
Student printing, scanning,
photocopying and other
output/presentation
technology.
Learning space technology to a
baseline standard; covering
increased coverage and
maintenance but not step
change enhancement, which
would require additional
funding.
Other student facing services
which require regular
replacement.
University of Greenwich
Indicative Programme
2012/13
Please note that this programme is very high level and is likely to change over
time. Small to medium sized projects and areas of activity are not included.
2013/14
2014/15
Resources
Stockwell Street
1- Teaching and
Learning
2015/16
2016/17
Replacement Library Management System
Academic resource discovery
Support for enhanced e-learning
3 - Communities and 2 - Research
Experience
and Enterprise
Learning space technology to baseline level
Research specific computing requirements
Research administration improvements
Online collaborative tools
Research repository improvements
Website redevelopment
Development of mobile applications and services
Office automation, collaboration and communities
Social networking support
Portal and intranet redevelopment
4 - Enterprise
Solutions
Business Intelligence
Smart card, access control and cashless processing
Relationship management (Recruitment and Admissions)
5 - Infrastructure
Business process continuous improvement
VOIP telephony
Creating a mobile workforce – universal communications
Single desktop image (Windows 7)
6 - Service, Support and
Change
BYOD (Bring your own device)
Cloud infrastructure
Network and server infrastructure capital improvement
Continuous improvement over the lifetime of the strategy to create an excellent support environment with 80% + first time fix rate and high satisfaction
7 - Governance,
Organisational improvements to ensure the strategy is in line with the strategic requirements of the institution. Significant improvement in security, DR and process
compliance and security