Page 13 - Jesus College Strategic Plan 2017-21

Digital Hub
Take steps to facilitate the Academic Of ce moving more administration online; and
Work with the HR team to transfer overall responsibility for non-academic ‘Right to Work checking’ to relieve the load on the Academic Of ce.
Libraries
The Meyricke Library is an essential part of students’ academic experience. We resolve to:
Overcome the shortcomings of its present site, addressing the accessibility and space issues of its current layout; and
In order to recognise the signi cant investment the College and Old Members have made
in restoring the Fellows’ Library, incorporate the room and its books into plans for public engagement.
The College has a rich set of archival material. We are committed to maintaining, curating and developing this unique resource through our College archivist. In addition, as part of our work to preserve key College documents, the archivist will extend further his existing programme to digitise the more modern documents.
Sporting and cultural activities
Sport and cultural activities are important elements of the student experience at Jesus College and the wider University. In recent years we have seen growth in the range of activities beyond the traditional sports and also more variety in terms of male, female and mixed teams. The principle of everyone having a go at a sport or cultural activity in College is well-established.
Whilst the lead is normally taken by the JCR and MCR, we are supportive of such activities wherever possible, providing infrastructure and also nancial support.We will:
Continue to encourage wide participation in a diverse range of activities;
Maintain the level of nancial support for these activities from the Development Fund and look to increase this further where new activities arise; and
Celebrate the achievements of our students in these areas.
“We are committed to maintaining, curating and developing this unique resource through our College archivist.
Computational methodologies are changing disciplines as never before. For example, network analysis can be applied in subjects as diverse
as biology and literature. New models of open innovation and collaboration are emerging. Methods of data acquisition, analysis and visualisation are underpinned by digital services and open source software that are increasingly cloud and web-based, removing the need for expensive investment in hardware and software. The creation of a multi-disciplinary Digital Hub at the College will bring people in College together and facilitate knowledge exchange, impact, outreach and access. As well as re ecting and presenting the research of College members, it will be the means by which we undertake new methods of research. Consistent with our ‘Open Oxford’ vision, such a centre will also act as a public gateway for the College, making Jesus more accessible both physically and virtually.
We will develop plans to facilitate:
Public engagement, impact, access, and learning agendas and objectives;
Showcase studies highlighting their research and impact potential, including both case studies within ‘subject families’ and case studies across disciplines, to generate wide and multi-faceted par ticipation;
‘Curation’ of the Digital Hub so that Fellows
are supported with their impact goals and
have opportunities to share expertise and
ideas concerning the opportunities offered by computational approaches;
Staf ng, including potentially the appointment of a Public Engagement Fellow; and
Development prospects and alumni perspectives.
Academic of ce
As we enhance, promote, and protect the core academic purpose of the College in an increasingly competitive market, resourcing of the Academic Of ce needs to be reviewed and improved.
Our plan, therefore, is to:
Increase the administrative support within the Academic Of ce team;
Create a communications role to assist with enhancing the College’s external pro le, including the social media presence for the College’s Access and Widening Participation work;
In addition, as
part of our work to preserve key College documents
Strategic Plan, 2017 – 2021 13
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