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Real area of strength for Bath Spa. Spoke to each of main stakeholders to introduce plot and outcomes. Went over responsibilities at exec level, this meant maturity levels could be agreed. This was really successful. Everyone was really open

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Tried to engage staff at all levels and were successful with workshops and maturity survey in advance of the workshops. Invested in Insights surgery. The speed of getting this set up and done was impressive. Over 30% of professional and 22% academic staff engaged. A pitch at the T & L conference helped.

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An external badge such as Jisc is helpful with engagement. Jisc did a review day with Chancellor, VC and executive in the room ensured engagement and buy in from the senior team. This was a highlight for Abertay.

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Spoke to senior leaders, presented - but not sure hearts and minds were changed.

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Provost is on Jisc board and ALT exec. She takes digital seriously - Director of LIS and IT functions, academic innovation and elopement all very involved. Engagement from top and middle management and their teams. Success has come from the grass roots knowing it was a strategic priority and decision making for digital transformation was being supported at the top level.

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Got a handful. Limited but olanning on isights survey with students in October.

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Student engagement will be important moving forward.

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Short timescale of projects meant we concentrated on getting things in place fro students coming back this year to take things forward with them.

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Kept open events to try to raise profile there wasn't much movement. Got on to various committees to raise awareness of the digital as a strategic vision but no leader picking it up and running with it. This is a common gap. Someone needs town it strategically. So much appetite and positive engagement.

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LJMU - difficult to get a member of the senior management team to take on leadership in this area with a number of competing priorities. Trying to link into place and partnership beyond learning and teaching.

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Time was the biggest challenge. Competing priorities. Just couldn't give as much time as would have liked. But happy with progress and have a plan to move forward.

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Complexity of model used - adapted to focus on AI. This took a lot go time to adapt for a small team as well as engaging with stakeholders, and distil to relevance at QUB around AI. Time was a challenge to get people together within the timescales. Shorter period of time forced us to get people together.

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There were gaps in the framework - which meant we had to tailor it for our areas of focus. Needs reviewing annually or every six months as the landscape changes. These gaps proved problematic.

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Engagement was high but people were unprepared for the volume of change required. Too much to learn and not enough time to learn it.

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Heads of schools , executive managers all bought in. Next level down need training and understanding the tools provided for students, academic staff, professional staff, line managers. Online training and resources have been provided - mandatory training has been requested. Areas for this include M356 and Adobe creative campus. Once proved there is a need we can get more rescue.

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How to engage with strategic plans now being developed by school staff leaders.

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New governance structure around digital platforms - has a coalition of people who understand and what is needed, but this needs to expand in parallel with restructure of University. Do have senior exec level buy in.

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Students are lead of staff, but want very clear guidance in what they can and can't do but this has been a challenge to provide. To enable academic s we need to educate them, and many are fearful. Have developed an action plan - AI hub, one stop shop for AI resources and policies, and a training and development plan. Self help guides are also available for individuals to work through. Need senior buy in to develop these resources further.

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We adapted survey targeting and pilot with relatively poor NSS scores, Academically focussed with ficus on teaching and knowledge development. Got good and rich feedback - around 80%. Higher stakeholders - fed into education committee but can only make recommendations.

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Didn't; do survey - did face to face workshops and got c.80 staff at those workshops. Using data to influence senior colleagues. Really interesting in terms of digital strategy but also other areas.

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Survey was adapted and shared around some staff alongside workshops. Gap analysis senior group and project group informed the direction of the pilot.

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Workshopped with library staff, for students and in the library space. Tech team more about infrastructure. Other professional services teams were also involved. Looked at several data sources - came to conclusion they were doing too much. Have come up with recommendations for senior leadership team. They seem willing. Looking at sustainability and survival first - then look at digital and efficiencies. Massive distraction with HE financial situation at the moment.

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Focused on skills and digital capabilities. Library was part of this. Aligned and coordinated with them. Started bottom up then reaching out. Stared with DCS and workshops. Getting on with it and then reached out afterwards

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Didn't engage students but should have done. Didn't get round to it.

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Writing DTX strategy. Gathered staff from every area of the institution - academic, HR, technical, IT etc. Really welcomed the engagement to express what's needed. Very positive and every one has a voice at the table. Has encouraged new conversations.

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Very broad set of things and narrow stakeholders, this group grew to be really big. Having been able to identify those who needed to talk to and then doing focus groups with them and students has been really positive. Never really asked students what they needed before - talking tp them has been really positive. Toolkit has given the license to engage with wider stakeholder groups. Broader perspectives have been gathered and broader outputs from projects. Staff facing roles don't always see direct impact on learners - worked with SU to get insight and input via students from them has worked out well. Maturity model has guided thinking.

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Manchester have actively used framework in VLE change. Identified elements of framework relative to different groups - helped identity people needed on the groups to filter representation. This was surprising.

Northampton - framework gives a common language. Items extracted for different groups of people. Trying to do lots om a short space of time. Focus was helpful and language made it easy to use.

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Top down university so it exec has an intention then they have to take that and run projects to deliver outcomes required. Looked at nuanced area - teaching and learning practices - given them time and challenges, managed to keep it within this area. Going forward the Uni is keen to work with the toolkit across the university. Keeping it small was helpful initially which will roll out with the new strategy when it is ready. Small kept it manageable.

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Used the survey to engage a wide range of people. As it narrowed to focus groups and planning this dropped off.

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Really want to elevate the work though the IT strategy board. Chaored by COO. At the right level. Discussing how to break it down to smaller pieces and how to take these forward. Need to formalise into projects otherwise will lose impetus and get deprioritised. Everyone trying to do more with less. This gives and opportunity to be more efficient.