 I think this follows on very nicely from Mark's presentation which to me was all about change and quite radical change and it also talks to the theme of the conference because what I'm going to be talking to you about is how Jisk is itself confronting its own reality at the moment and some of the change we're going through and I know there has been lots of discussion, questions, speculation, what is happening to Jisk things are obviously happening, what is happening when I'm going to try and clarify some of that to you. So what I'm talking about is how Jisk is reshaping and how we are continuing to focus but even giving more focus to customers and community and I would see you people in the room here and the people who come to this conference as very much part of the Jisk community. I think we see that through the presentations we've been hearing about, through many of the sessions and so on and how we plan to do that differently in future and I will explain part of the reason why this is needed and it's partly because Jisk at the moment is not one reality, there are many Jisk realities and if you talk to your finance officer or your librarian or your vice chancellor or your IT director or your learning technologist or your member of teaching staff or your student they will all give you a very different reality about what Jisk is or might be. They have a different perception and that's because at the moment Jisk is not a single organisation it's a number of different organisations that do different things and what we're trying to do is pull that together to make it more coherent so that's what I'll tell you about. So what is Jisk? Well as we know technology is at the heart of what we do and I would say at the heart of what we all do. We're in a context of rapid unsettling change for the UK education sector Mark, the context for his talk there about never miss a good crisis that's what we're talking about here, the financial situation, the changes to the fees regimes is just two of those things. Jisk is also changing radically and we've got an opportunity with the change we're going through to create a new more focused and more effective organisation. We've been on a journey and we're still on that journey, a cliché, but it certainly feels like a journey I think from where myself and colleagues are sitting at the moment. So there was a review of Jisk done in 2010 into 2011 which was called the Wilson review and that was done by our major funder, the Higher Education Funding Council for England I could go through the whole report for you, I'm sure you'd rather I didn't do that, it's available online. Many of you will have contributed to that and thank you for doing that. I've just picked out three key things really about what the Wilson review said about Jisk, what its customers and communities and funders want. So they want a simpler organisational structure rather than there being many Jisks. So for example, Janet, Jisk Collections, BUFEC, Edina, Mimas, Zetus, Yukon, there are just some of the faces of Jisk you may be aware of. There are many, many more so you know, you can see it's not a single entity at the moment. To be focused on sector priorities and to be easier to understand and engage with. Okay, so now none of those things are particularly exciting or interesting. What I think was very good and positive about the Wilson review in particular was that it said actually Jisk is needed, it's doing a good job, our sectors need the stuff that Jisk does. We want it to continue, but what we wanted to do is to work in a clearer, more coherent way so that its customers understand what it's doing, why it's doing it. When they want to ask a question about Jisk's, or the stuff Jisk knows about, whether that's about learning and teaching systems or whether it's about using the network more efficiently or can people open it to commercial providers for example, they know exactly who to go to to get a question answered quickly and effectively. Building on from those three key points from the Wilson review, there's been more work done to actually go out and talk to people and find out what they think and what is their perception of the many Jisks at the moment. What do they see Jisk as being? I've got a few slides here that give you some of that feedback from market research interviews, lots of consultation that's gone on really. I think these are some of the key things that explain why Jisk needs to change. If you can read those on the slides, Jisk needs to be more joined up and united. There are too many brands, Jisk focuses on too many things, some become invisible, Jisk is too complex and fragmented, some people say what's Jisk, I've heard of them, but how do they actually help me? What's the value of Jisk to my organisation, to an institution like MMU or another organisation, what is the real value that all those bits of Jisk are bringing to me? Jisk should act and behave more as one organisation, et cetera. One I think is very important, Jisk needs to be easier to do business with. That's a really important point and one that needs to be built upon. Looking at what customer and community needs in particular, here are actually some of the things that people said they really want to see Jisk doing. Things that are called to them and their business as a college university, a skills provider, how do they think Jisk should be able to help them? Help me work with the most appropriate research tools, help me create new revenue streams, help me deal with real-term cuts, help me attract and retain the best. Interesting because you think what is technology a part of that? Maybe it is actually. Help me with the practicalities of embracing innovation in my institution. Exactly what Mark was talking about there. Help me manage even greater demand for those institutions that are lucky enough to expect that. Help me to stay ahead of changes in education technology, help me achieve more and do more for less, help me create a better student experience for all and help me market our organisation better. There were some of the key things that came out of that research. What do people want from Jisk? So, how we are responding to that market research and the Wilson Review recommendations is that we are looking at a new structure, new governance and a new focus. So, yes, definitely radical change, you could say. At the moment, Jisk funds several different companies and sub-companies, but the actual Jisk JISC is not actually a legal entity. I mean we don't need to get into the boring detail of this, but if you look at the history of where Jisk has come from, it's a committee actually. And although myself and many of my colleagues consider ourselves to work for Jisk, I'm actually employed by a university that does that on behalf of Jisk. And because Jisk has kind of grown quite organically in response actually to the needs of its sectors, the people it's supporting, it said, right, now we need to do something about e-learning as it was then, now we need to do something about the environment and IT, now we need to do something about research data, it's kind of added those areas to its work and necessarily looking at how that fits with the companies, the Janets, the Jisk Collections and so on and creating a really coherent structure. So what we're doing is we're at the moment working to put in place a new, simpler organisational structure which will have single coherent plans for things like communication, for customer support, for community engagement, for how we work with people. So rather than all those bits of Jisk each doing their separate work in those areas is what happens at the moment, we'll be working together on those things. And there's a heck of a lot of work that's been going on in the last year. I won't go into all the boring detail, I'm very happy to speak to you later if you want, but you can imagine that the complexity we're going through with starting from where we are. We're working towards a launch of the new organisation in 2013. This slide gives you a high level overview of some of the things we're going through there. You can see the inputs at the top, and the next layer down gives you a sense of the timescales working towards new organisation with a new strategy in 2013. But some of the things we're going through are setting up new entities, doing full business reviews of all Jisks business, which is a very big task to do, to prioritise that, then to design the new organisation and actually implement it. So there's a lot of work going on. In terms of governance, the way Jisk has been governed in the past has been through a very similar to a kind of college or university structure with a set of boards and sub-committees. Some people potentially in this room were on some of those sub-committees. What's going to change is that rather than Jisk being controlled, if you like, by its funders, and then people from our sectors coming bottom up to influence those ideas, there's going to be some quite different change there. In terms of legal changes, we'll have unified strategic management. We're going to strengthen the relationship with our sectors by having a stakeholder council with representation for all of our parts of community. Most importantly, I suppose, our sponsors, our owners, are now going to be universities in the UK, Guild HE and the Association of Colleges. Rather than it being funders sitting on the board who are making decisions, it will be those organisations who are, of course, representing you as sectors. I think that's really quite a positive and important change, really. To say a few things about the new organisation and how we think it will be different, well, again, market research has said what is important, how we want to work differently is about consistency. These are things that we really think are important to see in the new organisation. We want to make things easy to understand, the work that GISC does and how it applies to the people in the sectors. We want to be clear, we want to be consistent, we want to keep things simple and not overcomplicate. We want to be able to be more agile and respond to as issues come up from technology, from you, from your concerns, to be able to actually do things about those more quickly. I hope to continue a focus on quality. I think quality has always been important to GISC, but to really ensure that that works through everything that we do. We have this quote in the bottom corner which is, we've got to really keep up to speed with your needs and technology changes that are happening. I think also, though, make sure we don't go too fast and I think Mark's point was interesting there about how fast you can be moving in technology and how long it takes to change an organisation. That's one of the things GISC needs to do better is to signpost clearly according to where a customer is. These are things you might find useful. This is how we can help you at this stage in your development. I think, again, this is a really important point about the future of GISC and it's this focus on both customer and community. This is all language and we think, well, how important is that? It is really important because we want to make sure that people who are using, say, the Janet network, they are customers of that network. They are paying in part for that network. They need good customer service. They need that to be good and even better than it is at the moment. But we're also part of a community and we're working with people in projects in the way that we engage with people in making our work possible, really. So we're part of the community as well as providing service to the community, I suppose. The last point on the slide I think very important is that we need to be innovative in everything we do. Again, I think that's something about innovation between GISC rather than perhaps it being seen as one part of GISC. It needs to be in everything GISC does and that the ongoing refresh and update of everything we offer is done coherently and cohesively. So we're working towards a new strategic vision which will be launched in 2013 and just to give you a sense of what might be in there, four pillars of activity, digital infrastructure and technology, content and discovery, advice and guidance and futures, but also a number of cross-cutting themes and these themes are still emerging as we're talking more to people about what they want and how we're going to prioritise activity in the new organisation. But certainly we expect there to be at least these three themes of student experience, supporting research and enabling digital institutions. To find out more, there's an email address and subscribe to an update that we send out termally if you like on where we are with this information. There's more on our website but just do get in touch with any questions and so on and please watch the space because as things are emerging as the new entities and so on are being set up and established then we're going to all be putting quite a lot of new things in place. Thank you very much, Sarah Porter. Thank you, Sarah.