How technology advancement impacts work culture at ADU
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Abu Dhabi University puts students at the centre of its technology transformation WRIT TEN BY
OLIVIA MINNOCK PRODUCED BY
CR AIG DANIEL S
DECEMBER 2018
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Joseph Aninias, Director of IMTS (Information Management & Technology Services) at Abu Dhabi University, discusses the university’s commitment to student satisfaction and improved overall experience through digitalisation
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bu Dhabi University (ADU), already one of the UAE’s major educational institutions, is working toward an ambitious goal: by 2020, the whole
facility will be a smart campus, using artificial intelligence (AI), data and information management, as well as working to improve energy efficiency and personalise services on offer. In September this year, it was announced that the University has invested more than US$5.44mn (AED20mn) in expanding and enhancing its facilities across Abu Dhabi, Al Ain and Dubai. Improvements have been made to teaching facilities, such as specialised laboratories and classrooms, including the upgrading of internet connectivity forming a key focus on overall student experience. The University currently has over 7,500 students of 80 different
05 nationalities and as such must provide first-class facilities at an international quality, while catering to the needs and culture of the local community. As such, ADU is striving to become ever more connected and aims to improve student life through significant technology transformation – from a newly developed platform bringing together all the information needed by students and staff, to location technology helping students find their way around campus. All this and more puts students at the heart of ADU as it strives to compete in an increasingly competitive space. w w w.a d u . a c. a e
CLICK TO WATCH : ‘ADU CORPORATE VIDEO 2018’ 06 The man behind this technology transformation is Director of IMTS (Information Management & Technology Services), Joseph Aninias, who has previously worked in Dubai for a prominent Australian University. Prior to the education sector, he has worked on a logistic group in Jebel Ali Free Zone and an Internet Service Provider Company in the Philippines. Through this experience, Aninias has developed a natural customer-centric attitude and a hospitable personality which positively contribute to Abu Dhabi (UAE) culture. “Coming from that background, custom-
er interaction is always the top priority
offering free internet access. ADU has
– in the Philippines for example, there
four different campus locations, all of
are lots of service providers so competi-
which are linked with a dedicated private
tion is very high. If they don’t like your
network from ANKABUT, which serves
service, they’ll move to another,” Aninias
a national private ISP for educational
explains. “Similarly, here in the UAE,
institutions. Many universities can
there are a lot of universities offering
benefit from a quality network conne-
the same programme so you have to
ction at special educational pricing
develop a competitive advantage while
from ANKABUT. “Anywhere you go,
keeping in mind the quality of service.
there should be a wireless network,”
Why would a student, or indeed a parent,
says Aninias. “Even cafés or restau-
choose your university?”
rants, if they don’t have wi-fi they’re
Across the UAE, internet connectiv-
seen as a bit backward. I’m exploring
ity is a basic service with the majority
what a difference this makes when it
of commercial and business premises
comes to the university.”
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“ In the UAE, there are lots of universities offering the same programme so you have to develop a competitive advantage while keeping in mind the quality of service. Why would a student, or indeed a parent, choose your university?” — Joseph Aninias, Director of IMTS, Abu Dhabi University
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One development reflecting ADU’s student satisfaction commitment is the implementation of an indoor navigation platform which will work like Google Maps to help new students find their way around campus. “This is something I’m exploring at the moment, at a proof-of-concept stage, to see if it gives added value for students.” Student satisfaction runs through the veins of ADU, and its technology transformation is no exception. “The education industry is changing,” says Aninias. “If you put yourself in a student’s shoes, what they’re learning for those first four years 08
is just a foundation.” He cites technology, economic factors and social media as elements impacting a future workforce which must learn life skills and sees this as an area in which a University must add value. “The services we offer should be aligned with what’s going on in the outside world, so we can prepare students for the challenges of adulthood.” The significant developments Aninias has achieved thus far at the university have not been without their challenges. Since ADU is a renowned institution people remain at for a long time, it risks being one with a workforce set in its ways. “When an organisation is used to a process, it is a challenge to persuade people to adapt to changes. You
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need to walk the walk, as well as engage
it is very difficult to track the KPIs
and educate. Present drivers from
(Key Performance Indicators), SLAs
external factors are relevant and add
(Service Level Agreements) or overall
value to your internal change drivers.”
effectiveness of Information Systems
In managing this significant culture shift,
and Technology. One project I’m
Aninias points out that “awareness is
working on is to develop the central-
a critical point – enforcing awareness
ised portal for the University,” he
and centralising communication”.
explains. “This will present current
Communication is indeed being
information for ADU and will have
centralised across ADU, with Aninias
a responsive interface, with a device
and the team developing a single
agnostic as every individual has its own
platform for student information.
preferred gadget or device – this is by
“There are so many piecemeal tech-
default now, not a choice. Discoverable
nologies all spread across depart-
interface and user experience should
ments – without a service catalogue,
be the scope of every implementation:
if this doesn’t run on mobile, tablet
rtment is to bring all student informa-
or PC, if I can’t present the information
tion together. “Information System
well on the phone or the user’s preferred
management is critical – especially
device, it’s not a good investment. We
in educational institutions, a signifi-
have all these different types of platforms
cant component of the operation is
so you need to put this into a seamless
managing the information of the
interface, which is also a challenge –
student: prospective students, current
with cost being a significant factor.”
students, alumni, classrooms etc.
In meeting these various challenges,
Everything that runs under the uni-
Aninias maintains student centricity is
versity processes, and revolves around
key. “When we implement any new
student life.
project, we do so with input from the
“You have to consider the implication of
students. We have a student council
the older, manual form in digital format,”
which is part of the decision making.
he continues, and indeed moving from
This strong representation from the
various legacy systems to a fully digital
student side is a critical strategy for
environment has been a challenge
ADU because every organisation claims
which involves flexibility. “Paperless,
to put students first, but some do not
for example, was in discussion for ages –
really involve them in the decision making.”
but how can you move to paperless if
A significant focus for the IMT depa-
a significant number of users need
E X E C U T I V E P R OF IL E
Joseph Aninias Joseph Aninias is Director of IMTS at Abu Dhabi University, where he has worked since February 2017. Aninias previously worked as Manager of IT at University of Wollongong, an Australian University, in Dubai since 2001. He holds an MBA from the University of Wollongong and previously attended Far Eastern University, where he studied Computer Engineering and IT.
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printing services ‘I want print’? You still have customers who prefer, and are maybe more efficient at, doing things the old way. So that is a challenge not to fix, but to improve. The biggest point is to gain people’s trust on technology initiatives.” The student information system, finance, HR and procurement are all united
“ The services we offer should be aligned with what’s going on in the outside world, so we can prepare students for the challenges of adulthood”
under one enterprise resource planning (ERP) system from Oracle. Again, 12
as well as cost, student needs have been placed at the fore, with a student survey gaining feedback on how the improvements have impacted those who matter most. “After taking action on the IMT department capability assessment, all these technological changes in the classrooms, building governance and strengthening the overall IT infrastructure and behavior of the team, the total response was 75% satisfaction across ADU,” says Aninias. “Now the next challenge is to achieve 80-85% satisfaction for the next cycle. If I cannot measure the things I’m delivering, how can I implement them?
— Joseph Aninias, Director of IMTS, Abu Dhabi University
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How can I improve a service if I don’t have actionable feedback?” ADU is currently in its 15th year of operation and working towards Vision 2022, which will involve student engagement and a holistic learning experience through innovation, as well as delivering an efficient, seamless experience for all stakeholders while improving collaboration. “We’re in a process of continuous w w w.a d u . a c. a e
improvement,” says Aninias, noting that in his two years at ADU he has inherited an enterprise resource planning (ERP) system which was adopted from an older process. Collaboration and effective communication is also key, whether with other members of staff or vendors. “There’s a lot of collaborative effort here to get the best value – most IT projects are primarily driven by the value of the investment. The budget must be justified and preferably contributing to the bottom line. This requires a lot of planning and preparation to avoid project delays.” Currently, Aninias is in the midst of getting a number of projects he has inherited and which have been delayed up to speed. “I made sure 14
certain projects were executed in an acceptable timeline and have to be prioritised, otherwise it would affect the future development of the university.”
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Al Ain Road, Abu Dhabi T +971 2 501 55 55 www.adu.ac.ae