Queen s University Belfast. Information Services Strategy

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1 Queen s University Belfast Information Services Strategy Introduction The Information Services Strategy aims to provide focus and direction for the work of the Directorate by guiding the development of both a range of integrated information services in support of the University s mission and the technological and physical infrastructure that delivers many of those services. The key goals and actions within the Strategy are closely aligned with the Corporate Plan ( ) and supporting strategies, including the Education Strategy ( ) and the Research Strategy ( ). The Strategy is designed to support the creation of customer focused information environments in which all members of the University s community of users will find it easy and straightforward to create, access, use and store information relevant to their needs. These environments will be physical and virtual, traditional and new, will be increasingly personalised and will use the most appropriate information and communication technologies in conjunction with the skills and expertise of Information Services staff. Mobile technology will play an increasing part in those information environments. The new Strategy builds on the achievements of the previous Information Services Strategy and continues the aim of providing excellent Information and Communication Technology (ICT) facilities and services to our users. 2. Context and Challenges The previous Strategy noted that the University operates in a very complex environment, but the financial context in particular is significantly more challenging today than it was previously. In that difficult environment, ICT has a vital role to play in enabling the University to operate efficiently and effectively in order to achieve its strategic priorities and the targets set out in Plan 924i (the Strategy will be updated in the light of Vision 2020 and the new Corporate Plan). The Information Services Strategy aims to anticipate and respond to changing requirements and opportunities; to embed the effective use of ICT within the University; to drive and support changes in working practices; and to ensure that Information Services fully supports and enables the delivery of research, education and administration within Queen s. During the period , new challenges will emerge for Information Services and others will grow in significance: The need to deliver an exceptional student experience in an increasingly customer-focused and competitive environment. The increasing demand for more flexible access to resources on an anytime, anywhere basis, via the user s choice of device. The need to deal with ever-expanding volumes of data and new requirements for the preservation and curation of that data. The requirement for effective management information to assist decision making in a complex environment. The need to support innovation and flexibility in teaching and learning, with a focus on e-learning.

2 The challenge of sustaining services against a background of ever-growing demand and restricted budgets, leveraging opportunities to share services where appropriate. The need for carbon/energy management to be a fundamental element in decision making with regard to ICT. The need to ensure that all users can make the most effective use of ICT and information resources to support their work and increase their effectiveness. The requirements of Government and funders. The purpose of the Information Services Strategy is to provide the framework for meeting these and other challenges. 3. Strategic Aims The Information Services Strategy exists to support the mission and objectives of the University, by providing a clear strategic framework within which Information Services will work. The Information Services Strategy is underpinned by a number of important aims, which reflect the needs of the University and the challenges that have been identified. These are: The user experience of our facilities and services will consistently be very positive. Information systems will be fit for purpose, sustaining the core business of the University and making it competitive. In particular, information systems will make a significant contribution to enabling the University to meet key goals in areas such as marketing, recruitment, internationalisation and student support and attainment. Access to information will be responsive to user needs. Web, portal and mobile technologies will be fully exploited to provide information and services in ways that are easy to use, highly accessible and tailored to individual needs. High quality information resources, management systems and professional support will be provided in support of research in the University. Support for education will be characterised by innovation and flexibility, making the most effective use of new technologies and responding to new opportunities and needs. Information systems and services will be highly available and resilient, underpinned by effective measures for business continuity. Information services will be presented in a highly integrated way, in terms of the interfaces to those systems, the information within them and the support for them. ICT will provide an effective framework for communication and information sharing across the University. ICT will play an effective role in strategies for energy/carbon management. Training, advice and assistance in the use of information resources will be provided to meet the needs of users and enable them to take full advantage of the available services.

3 4. Goals and Targets A number of long-term goals have been identified to achieve the aims of the strategy above and, for each major goal, targets for the year ahead are set out. These goals and targets can be found in the accompanying document (Appendix 2). 5. Resourcing the Strategy Successful implementation of the Information Services Strategy is dependent on the Directorate having the appropriate structures and necessary capabilities to deliver the Strategy and the goals and targets within it. When Information Services was created in 2001 (as a converged Library and IT service), it had six divisions, each headed by an Assistant Director. Since then, due to inability to fill a vacant post and the impact of the Comprehensive Spending Review in 2011, the number of Assistant Directors has fallen to four. This reduction was enabled by the amalgamation of services and led to some rationalisation, but it has meant an additional workload for senior managers. In addition, the Directorate has taken on additional responsibilities. Where significant new requirements or targets are identified, a bid is made for the necessary resources to meet the new requirements and deliver the new services. For example, the Wireless Campus project and the additional requirements arising from Open Access have led to additional staffing resources being approved for the Directorate. In other cases, additional responsibilities have been taken on without additional staff (e.g. the additional impact of the shared services strategy). In developing the Information Services Strategy and the annual plans, care has been taken to ensure that targets, while challenging, are realistic and that the required resources are in place. Appraisal is used to discuss training requirements for staff, to meet existing and new challenges, and where necessary training courses are organised. For example, training in PeopleTools has been provided to ensure that relevant staff have the ability to deliver the targets within the Qsis development plan. The infrastructure to support the Information Services Strategy is largely purchased and replaced using the Rolling Plan funding. Each year Information Services receives an allocation from University Formula Capital Funding for a rolling plan of replacements/upgrades of the University s central IT infrastructure. In June 2014, the Capital Projects Group (CPG) considered the Rolling Plan budget and noted that the budget had remained largely unchanged for a number of years despite a significant increase in demand for computing and network capacity across the University. CPG also noted that the Rolling Plan budget had been supplemented in recent years by capital funding for IT infrastructure received from DEL, through SRIF3, RCIF and Student Experience. Recognising that similar DEL funding may not be available during the initial Vision 2020 period at least, CPG agreed that further funding would be provided in each of the next 4 years from Capital Reserves to supplement the annual Rolling Plan budget. Information Services believes that the necessary resources and capabilities are in place to deliver the action plan for The Information Services Strategy is a four year strategy ( ) but it is likely that a new strategy will be developed for onwards in light of the new Vision 2020 and the new Corporate Plan. That will give an opportunity to review the existing structure and capabilities of the Directorate in the context of the new challenges and opportunities that will be presented.

4 Priority 1: To offer an exceptional student experience and high quality education, leading to improved progression, attainment and excellent career opportunities for our graduates The provision and support of high quality independent learning spaces, and the services and resources that go with them, will be essential to delivering an exceptional student experience. The popularity of the McClay Library with students is clear and has demonstrated that, even in an increasingly online world, our students value high quality physical learning spaces. The McClay Library is not only attracting very large numbers of students, but is driving up student usage of books and other resources and of services such as subject support and Special Collections. Students are scoring us highly in the Learning Resources section of the National Student Survey and our goal is to maintain and improve those levels of satisfaction. In the period ahead we will need to cope with increasing numbers of students while maintaining the quality of the individual student experience of our learning spaces. To do this we will: Continue to enhance and refresh the facilities available in the McClay Library Work towards the realisation of a new, combined Medical and Biomedical Library on the Health Sciences Campus Develop plans for other independent learning spaces across the campus including: Student Computer Centres (SCCs); group study spaces; wireless enabled social spaces (see Wireless Campus, below) ; and standardised central and School-based PC provision to give a common student experience Developments in the McClay Library over summer 2013 were extremely positive and the new facilities have been very well used in the intervening period.. The automated book sorter has improved the service to library users and virtually eliminated errors where reservations were missed or items belonging to other parts of the library inadvertently reshelved in the McClay Library.. However, pressure on the McClay Library looks set to continue with record occupancy and footfall levels again recorded during The emphasis on student self-service will continue, as a way of expanding the availability of services and focusing staffing resources on those areas where intervention and assistance is most required. The project to replace barcode technology with RFID for book security, circulation and stock management has now been completed successfully on all library sites and opportunities to further exploit this technology will be identified in the forthcoming period.. At the same time, we will continue to provide the personal touch to users and will ensure that our staff have the skills to provide a quality, user-centred service to all. In parallel, we will exploit social media and other forms of online communication to ensure effective engagement with our users and responsiveness to their needs. In addition to providing high quality learning spaces, we will fully meet the needs of students in the virtual environment, through the provision of electronic resources, services and support. Our plans will also take account of the growing use by students of their own devices, including laptops, tablets and smartphones, both on and off campus. Pervasive wireless will support the use of these devices across the campus, thereby maximising the effective use of space, while our online services will increasingly be personalised to the user and accessible across the fullest range of devices, independent of location this will build on 1

5 the work already undertaken through the QUB Mobile Service to deliver library, smart card, timetable and other information to students using mobile devices, expanding the range of services to include learning resources, the library catalogue and the resource discovery platform. Queen s Online will continue to be developed as an essential platform for all students, bringing together in one, accessible location all of the resources and services required for learning, support and communication. Information Services will work proactively with Academic and Student Affairs to promote the use of e-learning technologies, as set out in the University s Education Strategy, with the aim of increasing flexibility and innovation in teaching and learning, through measures such as interactive lectures, lecture streaming, online courses, personal response systems, online assessment, distance learning and use of video. Developing and supporting an e-learning culture and practice will require resources and proactive collaboration among stakeholders, but an effective e-learning environment, facilitating flexible learning, will be necessary to meet the needs of students and to enable the University to expand in the areas of distance and part-time learning. The period ahead will also see significant change and improvement in the provision of teaching facilities and services, to support the goals and principles of the Education Strategy. An important development will be the Student Centred Timetabling Project, one of the outcomes of which will be enhancement and standardisation of the teaching technologies in use in lecture theatres and classrooms, with Information Services taking on much increased responsibility for audio-visual provision and support across the campus. 1.1 Develop high quality learning and teaching spaces Information Services will continue to provide and develop high quality learning and teaching spaces, which anticipate and meet the requirements of users, promote innovative and effective forms of teaching and learning and support developments in pedagogy. Continue to work towards integration of the Medical and Biomedical Libraries in a new library Monitor Estates Master Plan and consider options to increase resources to support this work Roll out an enhanced teaching room specification to an additional 30 teaching areas Explore potential of wireless technology to improve the lecture room experience 1.2 Develop the Queen s Online Student Portal Over the planning period the Queen s Online Student Portal will expand to offer students the resources and services required for learning, support and communication. We will also look to exploit the relationship between Queen s Online Move Queen s Online to SharePoint This will include the development of a new user experience for staff and students. Note this was postponed from 2013 due to the complexity of the move. Consider cloud based options to support Queen s Online. This will include moving development, testing and prototyping to the cloud 2

6 and cloud based services such as Office 365. A key component of Queen s Online is the Virtual Learning Environment (VLE). VLE services will be extended and integrated with other support tools to provide a learning platform that can support changing learning and teaching needs. Key developments will include new assessment services, additional online courses and increased integration with third party and social media products. We will also seek to expand and improve our e-assessment service to provide more resilience and added flexibility. Again we will explore cloud based options for this service 1.3 Improve the student experience of library services We will seek continuous improvement in the quality of library services for students in both the physical and virtual environments. In the context of our library buildings, this will involve keeping opening hours under review and providing high quality student support both in person and electronically. We will ensure that RFID technology is fully exploited to improve the circulation and availability of stock and the accuracy of the Library Catalogue. Work will continue on improving student access to required reading material and Subject Librarians will collaborate with colleagues on a more integrated approach to student training and skills development. As access to our virtual services is equally important to students, we will continue to work on a range of enhancements in terms of access to e-resources and services including provision of multiple access routes, improved personalisation options, integration in Queen s Online and support at the point of use. New mechanisms for assessing student needs and communicating with them in innovative ways will also be explored. Keep McClay Library opening hours under review in light of feedback and changing requirements Monitor the impact of RFID security on all sites and consider potential to further exploit this technology Tender for a replacement laptop loan system for the McClay Library, ideally one capable of integration with the Library Management System Review the scale and management of the Short Loan collection; take student preference and best practice elsewhere into account in developing future plans Place increased focus on support for Postgraduate students with particular emphasis on training in exploitation of library resources Review our Defaulters Policy in light of the Office of Fair Trading requirements and best practice in other institutions Explore credit card payment (chip & pin) for fines at self-service terminals Upgrade self-service PCs and enable self-service to work with Mifare smart cards as an alternative to barcodes 3

7 1.4 Use technology to enhance learning, teaching and assessment Information Services will support the goal, set out in the Education Strategy, of ensuring that ICT is used pervasively in teaching, learning and assessment, to meet the skills and needs of students in a rapidlydeveloping ICT and mobile environment. We will support the creation of online course provision and the development of a flexible and powerful assessment framework. We will work with the Centre for Educational Development to increase the use of e-learning technologies to both enhance the learning experience and support flexible delivery. Promote the use of teaching templates to develop online courses Foster programmes to help embed rich media into course provision Expand our support for interactive lectures Expand the lecture capture service to selected groups across the campus. Work with CED to develop the range of tools to support formal and formative assessment. Support the e-affect project which aims to transform staff and student experience of assessment and feedback across Queen's University through the effective use of technology. Continue to support MOOC developments. This will include rerun of existing MOOCs and support for any new MOOCs planned for this period. Explore options to support distance learning PGT programmes. 1.5 Exploit mobile communications We will build on and expand the range of information resources and personalised services already available through the QUB Mobile Service, as part of a wider program of support for new communication technologies. Explore options for developing the University s mobile platform. Use responsive design techniques to increase the range of Queen s Online services that are mobile friendly. Develop Library elements for the QUB Mobile interface Develop a range of library support services using tablet devices - stock management, roving support, exit surveys, tracing missing items, etc. 1.6 Prioritise staff development to improve the user experience The ongoing emphasis on service orientation and the personal touch will continue over the next couple of years. Information Services will seek accreditation for the quality of staffed services and Obtain Customer Service Excellence accreditation for Library Services Provide a tailored programme of Customer Service training for front line Library staff Continue to promote a flexible approach to staffing service points by building a 4

8 internal staff training initiatives in pursuit of enhanced effectiveness will continue. Development of staff to meet specialist roles as well as prepare the next generation of leaders will continue. wide range of expertise among Library Services staff keep deployment of staff continually under review and consider improved ways of increasing staff mobility 1.7 Enhance mechanisms for authentication and authorisation Our key goals are: common authentication (a single set of credentials, centrally managed, which can be used across all major systems); authorisation (the ability to offer different levels of access and entitlements, where appropriate, depending on who the user is); and single sign on (the ability to log in once only to access multiple services). Build on the Person Object and other key projects to develop a core Organisation Model. Standardise, as part of a wider shared services agenda, on a single core Active Directory for the University Develop our Identity Manager system to provide (via information supplied from Qsis and itrent) the additional fields required for granular authorisation 1.8 Prioritise support for students with disabilities Information Services will continue to work closely with other support areas in the University in order to meet the needs of students with disabilities Implement recommendations from the 2014 Disability Survey (e.g. access to priority study spaces and regular communication about available services) 1.9 Develop systems to increase student engagement and progression We will continue, in conjunction with other stakeholders, to provide and enhance systems that encourage student engagement, including Queen s Online and the Student Gateway. The development of an Enterprise Architecture (see below) offers new opportunities to provide, via Queen s Online, a personalised one stop shop experience for students (through, for example, the creation of a single financial view) and to develop new systems to support student retention. Work with DASA to identify IT solutions to aid early identification of students at risk and/or not engaging with the University Set out a programme to enhance the range of personalised, student focused applications and information available through Queen s Online Improve student induction and orientation, and ongoing engagement, through the effective use of social and other online media and technologies 5

9 1.10 Support development of IT and media production skills Students ability to use IT effectively directly impacts on their learning experience and career opportunities. While, in general, the IT skills of new students is improving, there are still gaps in knowledge. We will provide access to materials to help students develop their IT skills. Increasingly, rich media is being used as a means of business communication. We will seek to advise lecturing staff wishing to introduce elements of media production into their teaching. Provide access to online IT materials that cover all core IT areas as defined by the European Computer Driving Licence (ECDL) Provide facilities to obtain ECDL certification at Foundation and Advanced levels Work with Schools to introduce media production training into taught courses. 6

10 Priority 2: To enhance internationally recognised, globally competitive and sustainable research areas Information Services has an important part to play in supporting research, to achieve the goals set out in the University s Research Strategy ( ) and particularly the goal of creating a supportive environment which enables academic staff to undertake world leading and internationally excellent research. (The Information Services Strategy will be updated as required in the light of the new Research and Enterprise Strategy when it is developed). The implementation of the Pure Research Information System was completed in and Information Services will work with staff from Research and Enterprise and other stakeholders to ensure that the functionality of the system is fully exploited to support both ongoing management of research and the specific requirements of the REF. The Pure Advanced Portal will provide an outward facing view of the spectrum of research across the University but the system will also enable the effective internal management of research. It is likely that a programme of development and expansion will follow on from the initial implementation of Pure. We will continue to provide access to the widest possible range of research literature, taking account of new challenges and opportunities, and to put in place the infrastructure and systems required by researchers. The recurring problem of the spiralling cost of subscriptions to major research journals will continue to present challenges. The sector has had only limited success in pegging back cost increases by the major publishers and we are faced with an annual problem of either cutting subscriptions to maintain budgets at historic levels or making additional sums available to maintain current subscriptions. While Library Services came in on budget for journals at the end of the financial year, significant cancellations would have been required in advance of the 2015 subscription year without additional funding. With annual cost increases of approximately 6%, the journals bill for 2015 will be approximately 3,365,000, a shortfall against our budget of 121,000. As a result, we received approval to meet the shortfall from Information Services reserves in order to avoid cancellations before the 2015 subscription year. A bid relating to future journal funding which recognises the need to consider models which align the periodicals budget with priority research areas is currently in preparation. We will continue to explore alternative strategies for making research literature available. The concept of Patron Driven Acquisition of electronic books has been successfully piloted and remains attractive as it permits library users to find and identify desired resources prior to us purchasing them, and for us to pay only for what is actually used. We will continue to monitor developments in relation to open access publishing, taking account of growing Research Council support and funding for this approach, and will develop and promote our Institutional Repository (IR), using Pure Advanced Portal. This will include support for populating the IR and analysing and identifying the citation impact. Research use of Special Collections will be enhanced by continued management of the Collections (storage, access and conservation) and through active support for strategic alliances and partnerships (including membership of the Northern Bridge consortium) to exploit the research potential to the full. 7

11 The management of research data is increasingly coming to the fore as an issue and will be an important part of the Information Services Strategy. The Research Councils have set out principles on data policy which require institutions to have data management policies and plans in place to ensure that data with acknowledged long-term value is preserved and remains accessible and usable for future research. This presents a challenge given the rapid growth in the volumes of research data being generated. Information Services will work with others to ensure that appropriate policies are in place and that the necessary information, support and infrastructure are available to help researchers deal with the management and preservation of important research data. High Performance Computing (HPC) will remain an important element of research in many areas and Information Services will work with key stakeholders to ensure that the systems and supporting infrastructure are in place to meet HPC needs. In particular the mix of local, national and cloud based HPC resources will be reviewed to ensure an appropriate mix and best value for the University. More generally, we will work with others in the University to review the local and central provision of research computing to make sure as part of a wider shared services strategy that the most effective and efficient solutions are in place. 2.1 Maximise access to research literature In order to maximize access to research literature, additional funding will be sought to maintain access to the key research resources currently available to staff and students. Alternative allocation models for journals funding will be sought to reflect institutional priorities more effectively. During the planning period, we will continue to seek ways of maximizing the purchasing power of the Library budget (e.g. use of Patron Driven Acquisition models). It will also be appropriate to reconsider the future storage of some journal runs where there is secure electronic access, particularly through core services such as JSTOR. Carry out Evidence Based Acquisition (EBA) exercise in Semester Develop and submit a bid for journal funding including benchmarking with comparator institutions and exploration of issues around selective investment Continue project for withdrawal of journal runs (and other less heavily used print resources). 2.2 Provide University Support for Open Access and manage the Queen s Institutional Repository Service During the planning period we will continue to offer support for the Open Access model of scholarly communication. This will involve further development of the Institutional Continue to offer support for the Open Access model of scholarly communication (Communications Strategy, revised Open Access Policy, support for HEFCE Policy, etc.) Recruit additional staff to support data cleansing and validation activity in light of the HEFCE Open Access Policy 8

12 Repository and advocacy activity to encourage academic staff to deposit the author final draft of their journal articles in line with the requirements of the new HEFCE Policy on Open Access in the post-2014 REF exercise. We will also manage the external funds provided for Article Processing Charges (APCs) and develop procedures to ensure compliance with funder requirements in this area. Administer the Charity Open Access Fund and RCUK Block Grant Monitor relevant policy developments e.g. review of RCUK Open Access Policy Track APC payments and Green Open Access deposits 2.3 Fully Exploit Special Collections and Archives The current scheme of work to build partnerships and work collaboratively will continue. The development plan for the University Archive will be updated. Continue cataloguing in the CALM Archive Management System Redevelop the RASCAL database and create an international version to improve access to collections about Ireland held abroad Progress a range of collaborative projects - Field Day Anthology, Ulster Scots Project with University of Ulster, China CASS Project, etc. Advocate for the funding of a post to support Digital Humanities Develop a register on Sir Robert Hart using the same functionality as the World War 1 resource Support the activities of the Northern Bridge Consortium in terms of Postgraduate training and research support, hosting relevant projects and events, etc. Carry out relevant outreach activities with Schools and local heritage institutions 2.4 Provide effective management and support for research Support for research encompasses a range of targets that will be addressed in our action plans: dealing with the growing challenge of managing research data in line with emerging requirements; continuing and extending the role of the library in direct support for researchers; managing HPC Work collaboratively with the Research and Enterprise Directorate to support the University s ongoing Research Data Management activities and policy implementation Deliver ongoing bibliometrics and altmetrics support and training Deliver ongoing reference management support and training 9

13 resources, taking full account of internal and external options; and supporting a range of research management systems, most particularly the implementation and ongoing development of Pure. Review the provision and mix of HPC resources to ensure they meet the needs of users Provide active support for Pure and its integration with other University systems 10

14 Priority 3: To grow an efficient, effective and sustainable enterprise Information Services has an important role to play in delivering efficiency, effectiveness and sustainability not just in our direct services but also across all areas of the University s operations, through support for information systems, communication, marketing and recruitment, carbon management, shared services and a range of other important elements of the Corporate Plan. Information and Communications Technology (ICT) underpins virtually every aspect of the University s business. Information Services will support and develop the University s major business systems including students, HR, research, finance and estates in line with integrated plans agreed through the Administration Support Advisory Group. The goal is to provide a suite of high quality administrative applications, streamlined processes, effective reporting strategies and robust information-driven decision making, delivered to an increasingly web-centric and mobile-enabled user base. Increasingly, the focus will be on the effective management of information, including workflow, data quality and records management, with the emphasis on electronic rather than paper-based communication, and Information Services will fully support developments in these areas as part of a wider Information Strategy. The period covered by the strategy will see continued developments in relation to QSIS, with a major replacement of the QSIS infrastructure scheduled for Information Services will fully support the immediate QSIS development plan as well as the longer term QSIS roadmap. A key part of the enabling of effective, integrated and timely decision making will be the development of an enterprise structure to support business solutions. The concept of an Enterprise Architecture was introduced in , and will continue to be developed. The end goal is an integrated, consumable IT service. This will be achieved by aggregating data from core systems; manipulating this data using a range of powerful business intelligence, reporting and workflow based solutions; and presenting it through the SharePoint based Queen s Online portal. A fundamental principle, and key goal, is the integration of University business systems so that information is comprehensive and commonly understood. The Enterprise Architecture will also involve the consolidation of internal (Information Services) development approaches, enabling us to maximise the development resources available to us and to be as responsive as possible to new challenges and emerging business requirements. It will also be supported by a more rigorous approach to project management, with the development of project standards and a project governance framework for the University. Strategies for effective energy/carbon management will play a fundamental part in all plans relating to ICT infrastructure. Information Services is responsible for ICT systems which have a major carbon footprint High Performance Computing, for example and will actively promote the use of virtualisation, shared services and the cloud as ways of reducing energy consumption and carbon emissions. In conjunction with Estates, management information systems will continue to be developed to support the achievement of University carbon reduction targets. We will also continue to develop energy efficiency in our data centres, through measures such as hot aisle/cold aisle containment. 11

15 The further development of a shared services strategy will be an important part of supporting an efficient enterprise. Good progress has been made already, but a significant piece of work remains to achieve the goal of a common, shared ICT infrastructure that is used in all parts of the University for key services such as authentication, authorisation, file store, backup and printing. Use of shared services will not just create efficiencies, but also improve the staff and student experience of using ICT. In tandem with an internal shared services strategy, the period ahead will see us actively pursue options to achieve efficiencies though the use of off-campus providers and external shared services. The migration of student to the cloud was completed in and options to migrate staff will be considered. The new Library Management System has created opportunities for improved management of electronic resources and these will be exploited in the period ahead. This ability is all the more important where budgets are squeezed and there is the need to make informed decisions about where to prioritise investment in resources. Information Services will continue to provide a reliable and effective ICT infrastructure to support the research, education and administrative functions of the University. Key network developments in the period will include: The creation of a Wireless Campus, to give wireless coverage to all parts of the University, using latest technologies and taking account of the changing patterns of usage and new requirements The upgrading of the University network backbone to speeds of 10Gbps Dealing with an increasingly bring your own device environment (staff, students, visitors) Preparing for IP Telephony The implementation of Eduroam From a systems perspective, the emphasis will continue to be on the use of networked SANbased storage to give the required levels of performance, reliability, security, availability and capacity, with cheaper storage being used for archival or non-critical data. The groundwork for the widespread use of virtualisation has already been laid and the period ahead will see significant migration from physical to virtual servers, with resulting efficiencies and savings. At the same time, we will continue to evaluate the potential of cloud computing and other new and emerging strategies/technologies, building on a number of active pilots, to ensure best value for the University. Communication will be an important strand of our activities over the period of the strategy, particularly in the areas of Unified Communications (the integration of a range of communications services) and Social Media (in terms of both policies and supporting services). We will also continue to provide a wide range of training, advisory and support services to ensure that all users have the skills and help they need to make the most effective use of the resources available to them. Information Services provides a wide range of external, income generating services, including library service contracts for the DHSSPS and AFBI, library system hosting, Language Centre services and management of the regional network (NIRAN) and the Regional Support Centre (RSC). In the current financial climate, the income from these 12

16 services is increasingly being squeezed and our goal in the period ahead will be to maintain levels of income as far as possible and look for new opportunities to generate additional income. For NIRAN and the RSC, we will need to take account of the wider re-shaping of JISC, which seems likely to include a shift in the funding burden to institutions. 3.1 Develop business systems to meet new and changing needs Information Services will work with business owners to agree and implement developments plans for major business systems. ASAG will be used to ensure that plans are aligned and resourced; that key business requirements and challenges are met; and that key goals in areas such as data quality are achieved. The Enterprise Architecture described below will aggregate data from core data systems and will complement native interfaces to these systems. Fully support the range of key QSIS developments including the QSIS infrastructure replacement project. Agree and implement the development programmes for major business systems, overseen by ASAG Integrate core systems within the data layer of the Enterprise Architecture Work with other stakeholders to ensure the effective sharing of data, the quality of data and the streamlining and coordination of business processes Further develop the Organisation Model to underpin a range of business projects. 3.2 Implement and exploit an Enterprise Architecture Information Services will expand the Enterprise Architecture to include all major online systems and services. This will have an impact on purchasing approaches for new systems, development practices and project management; and will use Queen s Online portal as the presentation system. This will also open up options for multichannel delivery across PCs, portable computers and smartphone devices. The Enterprise Architecture will act as foundation for the development of a range of projects with University wide impact. Areas being considered include: Unified Reporting Services; Customer Relationship Management, and Records Management. Review our approach to Enterprise Architecture. This will require a back to basics consideration of Enterprise Architecture. Continue to provide new Enterprise wide services including improved reporting, workflow, dashboards, searching and communications Work with stakeholders to define and implement institutional CRM projects. Continue to implement Unified Reporting Services that offer user focused views of complex data sets, based on designated roles Continue work on Document Management projects with a number of Directorates. Pilot a document framework for School management proposes. Bring forward, through ASAG, a project governance and management framework and standards for the University 13

17 Continue to offer business focused training programmes to ensure that new online services are exploited effectively and efficiently 3.3 Promote sustainability ICT underpins the work of the University, but is also a major source of power consumption and carbon emissions. Good work has already been done in making the main computer centre more green but more can be done. Shared services have a part to play in creating a more energy efficient enterprise, helping to eliminate inefficient servers/data centres. Virtualisation will continue to be a major element in our green computing strategy. Continue to support and develop energy management dashboards to promote awareness of energy consumption. Ensure the main computer centre is operating at optimal energy efficiency Work with Estates to ensure the McClay Library and other buildings are operating efficiently, including automated power on/off of open access PCs and other equipment Achieve the identified targets for virtualisation Audit the data centres across the University to look for opportunities for rationalisation as part of the shared services initiative and explore options for new 2 nd central Data Centre Provide a range of video-conferencing options, from the individual desktop to meeting rooms this will also tie in to exploration of Unified Communications Support initiatives for reducing paper consumption through use of ICT 3.4 Exploit Virtualisation and the Cloud We will use virtualisation to move away from physical to virtual servers, with benefits in terms of reduced cost of equipment; simplification of management; reduced maintenance costs; and reduced energy consumption. Externally, we will actively pursue a number of cloud options, beginning with the outsourcing of student to the cloud. We will look to exploit the programme of services and investment, announced by HEFCE in 2011, to deliver efficiencies through shared services in cloud computing infrastructure and applications. Continue the active policy of moving physical servers to virtual Complete at least one pilot to assess the costs/benefits of migrating PCs (including in the Student Computer Centres) to virtual. Carry out a number of pilots to identify how external shared services (including cloud based) can support the most efficient and effective provision of ICT infrastructure and services to the University. 14

18 3.5 Make effective use of Shared Services Information Services will actively promote shared services as a way of creating efficiencies through standardisation, simplification and sharing. We will complete the targets that have already been identified by the Shared Services Strategy Working Group and look for new opportunities to share ICT infrastructure and services, both internally and externally. Design and create a common Universitywide Active Directory, for authentication and authorisation, and migrate School and Directorate PCs and Apple Macs to that. Implement centrally managed systems for backup, file store, student printing and other common services. Review options for data centre provision in the University, including both internal and external hosting. 3.6 Deliver an effective, highly available systems infrastructure Our systems infrastructure will be geared to support a number of important themes: anytime/anywhere access; effective and efficient management of large volumes of data; information security; business continuity; shared services; and green computing. We will provide a tiered storage architecture with an expanding use of virtualisation. Traditional backup/restore processes using tape will increasingly be replaced by disk-to-disk technology. Achieve the identified targets for virtualisation Achieve the identified targets for energy efficiency Grow the storage infrastructure in response to need, including support for shared services Review our storage and backup/restore strategy to ensure that long term, lower cost, archival disk is used effectively 3.7 Protect Information Security and Appropriate Use Information Security and Appropriate Use are important and challenging issues which are further complicated by the increasing requirements for open networks and mobile use; the ever-growing risk of virus, hacking and data loss, particularly as a result of the threat from cyberspace; the rapid growth in social media; and legislative requirements and penalties for security breaches. The core strategy for Data Security is well established and systems (and data) will have appropriate levels of security with DR/business continuity plans in place. Existing policies and procedures will be kept 15 Work with the relevant stakeholders (e.g. Information Compliance Unit) on the secure management of data The new Data Security Manager will develop a data security plan, working closely with internal stakeholders and sectoral partners (e.g. UUK) Ensure effective policies for and awareness of information security, taking account of the rapidly growing threat of cyber attack Work with the Communications Office to develop specific policies for staff and student use of social media; and guidance on the effective use of social media

19 under review and changed in the light of new threats and the changing landscape. Carry out an annual review of disaster recovery plans for all major systems and update as necessary Investigate new always on options for the encryption of data 3.8 Improve the user experience of our help desks Information Services has a number of help desks/service points and has ongoing plans to improve the user experience by ensuring greater cohesion and sharing of knowledge. In addition, there are a range of help desks and support points across the University serving a diverse range of needs. The shared services initiative is a catalyst towards further rationalisation of service/contact points ITIL provides a structured approach to service management (wider than just help desk management) and we are keen to explore, with other stakeholders in the University, the benefits of adopting an ITIL-based approach. Continue the adoption of ITIL Continue to promote a flexible approach to staffing service points within Information Services by building a wide range of expertise among staff As part of shared services, look for options to provide a more integrated experience for users across the University s service points Investigate the use of remote support tools to accelerate and improve support to the end user 3.9 Develop the University Network The network strategy for the period ahead is centred on the full deployment of a 10Gb backbone; the increasing roll-out of Gb switches at the department level; and the upgrading of our Internet link through JANET6 A fundamental part of the strategy will be the creation of a Wireless Campus, driven by the significant growth in ownership and use of laptops and mobile devices. This major strategic development will move the University from the current provision focused on a number of areas such as libraries, social spaces and meeting rooms to a truly pervasive, highly-performing wireless network serving the whole campus. Complete the implementation and promotion of Eduroam Complete the upgrade of the University network backbone to 10Gb and decommission old equipment Upgrade the University s Janet link to 10Gb Complete selection of the new Wireless Campus solution and roll out the service in line with the agreed plan Enhance the experience of users connecting to the campus wireless network, through a simpler connection process Fully support plans for ongoing and new convergence on the data network 16

20 The emphasis on convergence will continue, with the network increasingly servicing telephony needs as well as an everexpanding range and number of buildingcontrol and other devices (e.g. CCTV, alarm systems) Migrate to IP Telephony and Unified Communications The University s telecoms services are currently provided through a mix of analogue and digital systems, but analogue systems are increasingly being phased out. We will ensure the effective operation of existing systems while planning to fully migrate to IP Telephony (IPT), using the data network, and building on existing IPT pilots already in place. This opens up opportunities for us to exploit Unified Communications to integrate a range of new and existing communication services and give a much enhanced communication experience to our users, recognising the growing importance of mobile communications. Improve the mobile signal to areas of the University where reception is currently poor Re-tender the University s mobile phone contract and ensure the chosen contract offers best value and performance Pilot Microsoft Lync to evaluate the potential of Unified Communications Prepare a strategy and action plan for migration to IP Telephony, building on ongoing pilots and information gathering Explore the use of Microsoft Lync to provide desktop video conference services that can integrate with standards based systems 3.11 Enhance e-resource management Following review of the market place and trialling the major alternative systems, EBSCO EDS has been chosen and launched as an enhanced Article Search tool. During the remainder of the planning period, we will review the impact of this system and consider appropriate next steps in terms of maximizing usage of electronic resources. For the first time, we are able to implement systems to harvest effective usage statistics for electronic resources and develop metrics such as cost per use as an aid to cancellation and investment decision making. Implement Ebsco EDS for HSC and AFBI Review Discovery Tool implementations and consider future developments Work towards enhanced usage statistics for electronic resources 17