262:âTechnology is also driving the design of our physical estate and pedagogic approaches. Ubiquitous high-speed Wi-Fi is now a baseline student expectation on open days. Demand for large lecture theatres is diminishing with the advent of âflipped classroomsâ, where students watch lectures online so that face-time with lecturers can be more focused. Library book shelves are giving way to âBYODâ (bring your own device) study spaces and librarians are redeploying their expertise from cataloguing to discerning discovery of digital resources.â
251:âUniversities that receive less than 50 per cent of their income from public sources already have discretion on whether to follow European procurement rules. The same logic should apply to FoI. As public funding recedes, it is only fair to give universities the wherewithal to survive in an ever more competitive world.â Chris Cobb (2014) âShould Universities be exempt from the FOI Act?â in Times Higher 20 November 2014.
223:"The best tool of all is a conversation. E-mails and reports aren't enough, it's amazing how little understood shared services are and how entrenched views can be. A simple and on-going dialogue can be time consuming but is time well spent. Above all, keep the dialogue going. The same's true of a lot of things â if you have a conversation, the hostility and opposition falls away."
258:âAs with other sectors, universities are also waking up to the high capital costs of proprietary server rooms as well as the opportunities of âsoftware as a serviceâ and cloud-based solutions. Economies of scale, increased resilience and more affordable high-performance computing are being achieved from shared data centres and shared support services.â
247:â Despite not being public authorities, universities are included in the FoI Act 2000 owing to the level of direct and indirect public funding that they receive. As public funding for universities reduces and the level of competition increases (not least from private providers, who are not subject to FoI), surely it is time to reconsider this? â
201:"HEFCE has defined shared services as a 'model of providing services in a combined or collaborative function, sharing processes and technology'... Previously there appeared to be a built-in opposition to shared services due to infringement of institutional independence and the constraints over operational flexibility â but that's now gone.
239:âWhat is already known is that there will be no winners or losers. Legal fees have been eye watering, diverting valuable resources that could otherwise have been used to fund research and teaching. The irony is that the legal fees dwarf the budget savings that the Warburg were originally asked to find.â
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to systems integration and thus enabling greater accessibility to shared services. This project concluded in mid-2010. In 2013 Cobb is involved in developing the
University of London into a "significant provider of shared services to higher education". Cobb participated in the Ian Diamond Efficiency
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Where the service is going to be shared across a number of institutions, you're going to be part of a larger group so your career opportunities and potential for broadening the impact of what you do and developing your experience and skill base will be enhanced. It can be lonely if you're the only
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Among staff there is now probably greater anxiety and suspicion about shared services. Many feel that it is just a euphemism for outsourcing, putting jobs at risk â more so now than previously due to the backdrop of funding reductions and an increase in redundancy
149:. He is also a Freeman of the Worshipful Company of Information Technologists and the City of London. He is also a member of Oracle Education and Research Strategy Council www.oracle.com and a Governor of Goodenough College
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Cobb is an advocate of sharing services across universities and speaks regularly on the advantages of efficiency, quality and cost. He has been awarded several grants to develop new services and was a member of the
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Cobb taught university IT management on the ESMU â HUMANE Winter School for Senior
University Administrators and has undertaken JISC funded research in the use of IT in Chinese Universities as part of the
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on cybersecurity. Previously he has sat on a number of national working groups relating to IT in Higher
Education, including the Jisc Organisation Support Committee, Board membership of
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Leadership and
Management Awards and is on the National Executive Committee of the Association of Heads of University Administration. He is elected Fellow of the
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255:âDespite some very successful Massive Open On-Line Courses (MOOCs), the initial excitement seems to have subsided as universities struggle to fund the altruism.â
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57:(LSE) as an analyst programmer, and later becoming llDirector of business systems and services in 1996. In 2005 he was appointed pro vice-chancellor at
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and l'Institut
Universitaire de Formation des MaĂŽtres d'Alsace. In 2008 Cobb led a successful funding bid from the JISC to experiment in the use of
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Cobb came under fire from student activists and left-wing politicians for his handling of a series of protests by students and workers, and in an
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Chris Cobb âWake-up call for UK as giants stir in the global student marketâ in Times Higher April 30, 2015
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described Cobb as being "nakedly mendacious" for saying that the
University supported peaceful protest.
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Previously Cobb was a member of the AHUA National
Executive (2014â2016) where he led in liaison with
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390:"london-student.net - This; website is for sale! - Scholarship; Resources and Information"
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Chris Cobb âMassive Open On-Line
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Chris Cobb "Wake-up call for UK as giants stir in the global student market"
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and Chair of the
Leadership Foundation Integrated Reporting Advisory Group,
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Chris Cobb (2014) âBattle for the
Warburgâ Times Higher 25 October 2014
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https://www.lfhe.ac.uk/en/news/index.cfm/IntegratedThinkingannoucement
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Chief Operating Officer & University Secretary : Chris Cobb
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Leading experts in Higher Education discuss the role of technology
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within a university context with the specific aim of developing a
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He also sits on the HE Financial Sustainability Strategy Group
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Chris Cobb. "New approaches to technology in HE management."
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Chris Cobb. "Should Universities be exempt from the FOI Act"
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In addition, he is a member of the HESA Data Futures Group
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45:, despite not having any professional background in music.
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Chris Cobb, University Management London, United Kingdom
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person in an institution working on a particular area."
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and pro vice-chancellor, chief operating officer at the
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Reviews and regularly speaks on University Efficiency.
41:. In 2020, he was appointed as chief executive of the
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Perspectives: Policy and Practice in Higher Education
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and a member of the Emerge Education HE Growth Board
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Chris Cobb "Massive Open On-Line Courses and Beyond"
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55:London School of Economics and Political Science
616:People associated with the University of London
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368:"4th Efficiency in Higher Education Conference"
228:Sharing services why dialogue is key to success
212:Sharing services why dialogue is key to success
171:http://www.hefce.ac.uk/funding/finsustain/fssg/
159:http://www.hefce.ac.uk/funding/finsustain/fssg/
43:Associated Board of the Royal Schools of Music
357:. Posted by Efficiency Exchange, 24 June 2013
167:http://www.humane.eu/about/governing-bodies/
98:Higher Education Funding Council for England
621:Academics of the London School of Economics
165:and also a member of the HUMANE Roundtable
37:, London, England and prior to that was at
67:Leadership Foundation for Higher Education
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321:at london.ac.uk. Accessed 17 October 2013
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392:. 3 March 2016. Archived from
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453:. Times Higher Education
355:efficiencyexchange.ac.uk
163:http://emerge.education/
113:Louis Pasteur University
35:University of Roehampton
479:8 February 2015 at the
125:enterprise architecture
370:. YouTube. 18 May 2015
143:Times Higher Education
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135:He is a judge on the
121:Marc Bloch University
59:Roehampton University
27:University of London
499:18 May 2015 at the
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176:Controversy
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564:Chris Cobb
303:References
109:Strasbourg
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184:in the
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