Information Strategy
2010 vision: effective support for research, learning
and management
·
a rich and
flexible learning environment which acknowledges that learning is not confined
to specific times and traditional learning methods in formal learning spaces
and allows and encourages students to learn whenever and wherever they want
·
personalised and
pro-active delivery and support, to the individual and to communities, of a
range of types of space and service, with an emphasis on the delivery of
personal help, either face-to-face or via web-based services
·
services
accessible from many and varied student- and staff-owned devices, and by staff
and students on the move - both on campus and throughout the world
·
services
enhancing the student experience, such as internet-delivered TV and multimedia
resources to study bedrooms and equivalent services to students not in
University accommodation
·
flexible and
easily accessible information tools for sharing and developing knowledge through
multidisciplinary and internationally-ranging research
·
a converged
service culture across information service providers, ensuring seamless access
for users
·
the use of appropriate
marketing techniques to understand individual user profiles and to work productively
with other communities in the University
·
a flexible
structure within the Division of Information Services & Systems (DISS),
facilitating collaboration with the Faculties and other support services, to
ensure appropriate response to changing needs and new technologies
·
a virtual
one-stop shop designed to meet the information and information processing needs
of staff and students, tailored to type, stage and level
·
a suite of
facilities giving access to management information across corporate information
systems and student cohorts
·
systems designed
to guide users through processes, to give flexible access to data, and to cater
for occasional as well as expert use.
2005 Perceptions
While there many examples of
good practice in information service development and delivery, current perceptions
and concerns include:
·
lack of clarity about
authority and procedures for IT and information systems decision-making and
priority setting
·
tension between
centralisation and local diversity, leading to duplication and poor value for
money – and to frustrated creativity
·
access to management
information can be difficult for individuals
·
lack of
understanding of the services and responsibilities of the DISS (which includes Computing
Services, Corporate Information Services, Media Services and the University
Library)
·
lines of
communication between individual users and service providers can be
unsatisfactory
·
lack of
understanding of funding can lead academic departments to believe they pay
twice for charged services (directly and through COMA)
·
service
providers do not always exhibit a ‘can do’ attitude focused on the
needs of the community.
2005-2010 Strategic aims
In aspiring to realise the
2010 Vision, and address concerns while maintaining the excellence of those services
currently so regarded, the Division of Information Services & Systems seeks
to:
1 achieve
service development seen to be driven by the needs of the University community
2 achieve
services to students providing optimum support for innovative modes of
communication and learning
3 achieve
IT and information systems’ governance, organisation and procedures enabling
local creativity and diversity while adhering to appropriate University-wide
standards
4 achieve
services to researchers enabling them to enhance their efficient use of time
5 enhance
efficiency and value for money of information services through agreed standards,
integration, collaboration and partnership.
Implementation
Together with service users
and other stakeholders, DISS and its constituent Services develop, through their
annual business and operational planning processes, prioritised and measurable
objectives to drive implementation of the information strategy.