UCAS: Clearing House to Digital Ecosystem. Fatuma Mahad Director of Technology & Operations
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1 UCAS: Clearing House to Digital Ecosystem Fatuma Mahad Director of Technology & Operations
2 Session overview Introduction to UCAS. Looking back. Looking forward.. Working with us
3 Getting to know us a little The world s only national centralised organisation processing applications to higher education. An intermediary with multiple customer groups in an ever changing multi- billion market.
4 Our customers Circa 800,000 applicants Circa 600,000 placed 4 million applications, in over 6, registered centres, to universities & colleges & 1200 schools. This includes UK & international schools, agents and advisers from over 100 countries.
5 Our services Level 1 Service Line Admissions Services Information Services Marketing and Recruitment Services UCAS Professional Services Level 2 Service Category Application Management Service Fraud and Verification Service Results Processing Service Course Management Service Decision Making Service Destination Preparation Service Qualification Information Service Public Information Service Advertising Service Strategic Planning Service Recruitment Service Professional Development Hosted Events Service Relationship Management Customer Experience Centre Test Service
6 Systems and services heavily utilised especially over a few specific dates. 5.5 million page views on ucas.com Circa 1.25 million logins to Track 3,000 social media responses 5 million exam results processed 239 logs in per second on Track 16,000 calls answered
7 Looking Back
8 Two years ago we told you.. Journey to the cloud Plans for outsourcing partnership with a core technology partner Stabilisation Transition Transformation Since then.
9 2014: Preparing for success Outsourced IT operation to a Core Technology Partner, Infosys Retained an in-house Development team Continued Core to Cloud programme UCAS 2020 Corporate Strategy formulated
10 UCAS Corporate Strategy The progression ecosystem: We orientate ourselves around a broader learner journey and establish UCAS as the operator of an integrated education progression ecosystem UCAS Corporate Strategy
11 2015: Delivering success Maturing as a first-generation outsourcer Digital Acceleration programme initiated Enterprise-wide Agile adoption Significant growth in capacity and capability of development scrum teams Diminishing on-premise footprint circa 40% Investment in data science capability Customer experience culture
12 2016: Digital acceleration Development of a digital ecosystem including: Service Orientated Architecture Identity and Access Management Enterprise Service Bus Customer Relationship Management Mobile and Clouse First Digital Workplace 2020 Technology Strategy developed
13 Customer feedback Support from regional manager was fantastic. SQA results early was a great help. The A level result download was the smoothest yet, taking very little time and with very few errors. A level results received at time promised. Great support from the teams at UCAS. HEP Team, as usual, are fantastic. 91% great or good overall satisfaction with 2015 & 2016 Confirmation & Clearing
14 Awards & Recognition WINNER BEST PUBLIC SECTOR CLOUD PROJECT UK CLOUD AWARDS 2014 Finalist: Infosys-UCAS partnership in the area of Impact Winners - IT Outsourcing Partnership between UCAS and Infosys Winners - Best Public Sector Project Winners - Customer centric culture of excellence
15 Critical enablers to transformation.. Corporate Governance Structure Technology Transformation Customer Experience Culture Digital Workplace Data & Analytics
16 Looking Forward
17 2020 Technology Strategy: enabling flexibility The 2020 Technology Strategy is underpinned by the business context and strategic objectives articulated within the 2020 Corporate Strategy. VISION: Technology is a primary driver of business innovation and competitive advantage. MISSION: Technology creates digital capabilities, enables innovation and business success by driving service excellence throughout the UCAS ecosystem.
18 Digital services at a glance: Collection tool A single, multi destination (UG/PG/Conservatoires etc.) enabler for the Search tool marketing platform. Search tool will allow Learners to search for all opportunities from multiple schemes in a single environment (UG/PG/Conservatoires and more). Application Management Services (AMS) A reliable and trusted platform that allows Providers to effectively process applications, and make informed decisions based on trusted, relevant information. Operational Reporting will give customers the insight to understand their current performance/position in relation to competitors, allowing them to identify where to focus their efforts.
19 Roadmap key dates June 2016 Sept 2016 Dec 2016 Jan 2017 Mar 2017 May 2017 July 2017 May 2018 Sept 2018 Sept 2020 Dec 2020 PG Search and Collection tool go live *PG AMS closed Beta *PG AMS open Beta UG / UC Collection tool go live PG AMS go live (For UKPASS customers) UG & Conservatoires Search go live PG AMS B2B go live UG/UC AMS go live (applicants) UG/UC AMS go live (B2B) PG Link services decommission (xml) UG Link services decommission (odbc & xml) Continuous improvement to products after they have been released Continuous improvement to supporting I&A throughout development Delivery dates may change *Closed Beta is for current UKPASS members and PAG members *Open Beta is extended to everyone
20 Working with us
21 Help us to help you.. Engage with us to help us shape and develop our new services Join our development webinars Try our new beta services Utilise our teams and online support channels and help us develop our CX further Not working with UCAS? Contact us to find out what services we can offer to support your recruitment and more. Managing the results embargo
22 Results Embargo
23 Results service Privileged, early access to examination results. Critical to Confirmation and Clearing. Strict obligations to safeguard results data during the embargo period.
24 Embargo breaches: themes Failures in managing the parameters and settings of technology processes. System configuration and parameter setting errors. Automated jobs not switched off Access to systems (e.g. registration portal). Manual errors.
25 Zero breach culture Ensure that universities and colleges understand the necessity of complying fully with all embargos. Demonstrate a stronger compliance culture, in a period of increasingly technologically complex and competitive admissions.
26 Takeaways from today.. 1. Digital transformation journey working with the business and our customers to re-develop all of our services. 2. Engage with us to help us to continue to develop services that meet your organisations needs. 3. Importance of Embargo preparations/planning.
27 Questions?
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