2013 INS OPERATIONAL PLAN

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1 2013 INS OPERATIONAL PLAN Planning Context and Key Priorities Our Mission Information Services enables the creation, synthesis and dissemination of knowledge within a global information environment. Our services are interwoven into all aspects of the University's business. We achieve this by understanding the needs of the University community, collaborating with our colleagues across the University and beyond, and providing leadership in our areas of expertise. Our success is founded on a strong service ethic and a culture that values innovation and diversity, strengthened through our integrated service model. This Plan has been informed by the University Strategic Plan , Griffith 2020 IT Strategic Directions, Staircase 2012 for Information Services, the draft INS Strategic Plan and through consultation with key stakeholders. Key priorities for 2013 This Plan outlines the high level priorities for INS through 2013, with more detailed operating plans available at the INS portfolio level. The key priorities for INS during 2013 are: Students, learning and teaching 1. Support the successful implementation of Griffith Online, embedding it as part of normal University business 2. Actively support the student retention strategy 3. Continuously improve student services Research 4. Implement research data policy/guidelines, services and infrastructure to meet our research grant obligations and enhance our research impact Enabling (connectedness, agility, sustainability) 5. Enhance INS capabilities to support the University s connectedness, agility and sustainability through implementation of the INS Review, the GIHE review and appropriate responses to the changing higher education and information technology environment

2 . Students, learning and teaching - Key Priorities Operating Priority 1. Support the implementation of Griffith Online. Actions Accountability KPIs 1.1 Review and revise our student library and IT help services to meet the needs of online students. 1.2 Implement the service and systems to enable all assignments to be lodged digitally. 1.3 Implement services and systems in support of online marking and return of assignments 1.4 Work with course and program convenors to ensure digital texts are preferred over print when constructing reading lists Services Services PVC (INS) Services Increased number of online self-help tools Increased use of online self-help tools Improved student satisfaction with selfhelp services By end of 2013 all assignments able to be lodged online unless discipline format precludes this Service and system in place Reduction in assignment pages printed % Reduction in number of print textbooks set by course convenors 1.5 Provide library and course materials in digital format wherever possible. 1.6 Work with University Administration to identify and investigate current business processes and practices applicable to support Griffith Online and, where practical and agreed, implement process and information system changes to support students in various modes of study and administration. 1.7 Design and implement a learning objects repository to store, and make accessible, Griffith-developed learning objects of long term value 1.8 Ensure that EICP projects integral to achieving Griffith online are given high priority AD, Scholarly Content and Discovery AD, Scholarly Content and Discovery D (ICTS) Reduced number of coursepack pages distributed in print form % of the identified processes requiring agreed change that are reviewed and updated where applicable Appropriate guidelines in place Repository in place Projects delivered to timeframes and budget as approved and revised (if appropriate) by the project boards 2

3 2. Actively support the student retention strategy. 2.1 Engage with Griffith elements to ensure that relevant data / information is captured and made available for student retention analysis and management. New data collection and analysis process in place and progress made toward implementing automated student retention management processes. 2.2 Work closely with the student success advisers to complement their services with our student support services: learning advisers, librarians, IT staff and extended hours of access to INS facilities (e.g. libraries and computer labs). Services Increased number of students using libraries outside normal business hours 3. Deepen engagement with other Griffith elements to investigate, develop and implement a student centric approach to service delivery. 3.1 Introduce a Service Design approach to the review and development of services offered and supported by INS, ensuring the engagement of other Griffith elements in developing integrated end-to-end services. Services and 10% of INS staff trained in the Service Design approach End to end service owners identified 3.2 Document and promote the range of functionality and tools that are available through the various INS delivered services and systems to maximise their utilisation by students and staff. Services and Toolset identified Technology Solution Consultants 1 service trialled Research Skills Development program implemented 3.3 Facilitate engagement with Campus Life and GIHE to continue to establish and develop student collaboration spaces / facilities such as dialogue cafes, enhanced common use labs, and powered / wireless open spaces. Services and Evidence of shared information systems and processes to the benefit of our clients 4. Apply business intelligence to personalising a student s experience. 4.1 Partner with other University areas to investigate options for developing a set of data to identify the needs of, and deliver personalised information to, students and enhance their experience. Program Manager, Information Management Data model for both student and staff developed and piloted 1 A Technology Solution Consultant will work with an assigned business area to identify options and possible solutions to meet their current or emerging business requirements. This will, in the main, be related to possibilities in the use of information technology to improve their business practises and outcomes. 3

4 5. Continue to enhance the quality of students experience through a range of strategies including leveraging emerging consumer technologies. 5.1 Continue to review and improve policy, services, process and systems to enhance the quality of the student experience eg. increased library opening hours, increased student internet quota INS Executive Evidence of service improvements 5.2 Investigate and trial the integration of known and emerging consumer technologies and social media that could support and enhance learning and teaching (e.g. Facebook, Twitter, Google suite, mobile devices) and where appropriate, proposals developed to move into production Services and No. of trials undertaken Sandpit implemented Uptake of the innovations which are implemented 5.3 Progress the utilisation of virtualisation technologies for the delivery of student computing requirements. Self-service virtualised app catalogue established 5.4 Make significant progress on the development of a single personalised student portal PVC (INS) Concept investigated, design developed and user tested, implementation proposal developed and agreed. 6. Implement the changes flowing from the GIHE review. 6.1 Make any necessary changes in an effective manner and communicate clearly and effectively the services provided by INS as compared to those provided elsewhere. PVC, INS Changes agreed, change management and communication plan developed and implemented 6.2 Continue to provide resource and application development services (through a revised L&T resource development service model) to support student retention, learning, teaching and engagement PVC, INS Revised service model in place and operational Agreed Resource Development projects completed. 4

5 Research key priorities Strategy Actions Accountability KPIs 7. Participate in state, national and international 7.1 Participate in, and implement where appropriate, other PVC (INS) Agreed project milestones initiatives to shape delivery of a research information ANDS, NeCTAR and RDSI projects including the ANDS successfully met infrastructure, which meets emerging international Climate Change Adaptation Projects. standards and leverages emerging opportunities. 7.2 Participate in, and work with, Queensland Cyberinfrastructure Foundation (QCIF) and the federal RDSI initiative, to enhance e-research infrastructure for researchers.. Effective use of state and national e-research infrastructure by our researchers 7.3 Develop an enterprise architecture approach to inform research solutions and future e-research infrastructure. Architectural model in place 8. Provide cost effective and easy to use research information infrastructure and tools, whether local, shared or cloud-based. 8.1 Deliver a research data management service/s for Griffith researchers. This will incorporate private and community cloud concepts, managed storage and outreach services. AD, Business Development and Services in place and being used 8.2 Deliver e-research computational and storage infrastructure needs from capacity sourced by INS, be this in-house, partnership or cloud-based services including QCLOUD. Services in place and being used 9. Identify, store and securely manage research collections, data and repositories as part of a baseline service delivery model. 9.1 Promote, support and integrate an operational research data management service, including a researcher data self-deposit. This will incorporate private and community cloud concepts, managed storage and outreach services. AD, Business Development and No. of individual users of the service 10. Improve access to the University s research and creative outputs by making them discoverable and available globally Work with GGRS and the Office for Research to encourage researchers and HDRs to deposit their research and creative outputs, particularly HERDC and HDR content, in designated internal systems Services Promotion of the deposit of research and creative outputs contained within AS Librarians' work plans 10.2 Work with University groups to develop systems and processes to enable discovery of research and creative outputs Services Increased number of research and creative outputs (objects) globally discoverable and accessible 5

6 Research key priorities Strategy Actions Accountability KPIs 11. Partner with the Office for Research, Griffith Graduate 11.1 In partnership with the Research Office / GGRS, System implemented and Research School and researchers to identify and implement the new Research Administration System ensuring meeting business objectives as implement business improvements to support that maximum return is made on this investment. approved by the project board research Support development of improved HDR management processes. Better use of technology in HDR management processes. 12. Build more effective access to, and better linking between, researchers and their scholarly output, research grants, collaborators Implement analytics on publications and data usage (citations, downloads etc.) for individual researchers. AD, Scholarly Content and Discovery and AD, Business Development Analytics system in place for publications Analytics system in place for Research Hub and data repository 13. Develop services to increase and track research impact Develop training and awareness sessions/materials for academic and HDR students which outline a range of strategies for increasing the impact of their research Services Number of staff and students participating in training and accessing materials 13.2 Work in partnership with the Office for Research to analyse options for managing and maintaining a research impact register and implement an appropriate solution in keeping with the funding available. Register in place. 6

7 Enabling Key priorities Connectedness, agility and sustainability Strategy 14. Improve the university staff and student experience of INS services Actions Accountability KPIs 13.1 Enhance access to the University s key systems, services and resources through mobile devices and virtual environments. More services available through mobile technologies Student portal strategy and design agreed 13.2 Enhance the student experience and the flexibility of the staff workplace through the drafting and adoption of a BYOD policy and strategy for both students and staff. Policy and strategy in place for BYOD and virtualised computer labs trialled 13.3 Improve on INS capability to respond and refer internally. Extend the ICTS Knowledge Base to become an INS-wide service. Services and Broader knowledge base in place 13.4 Deliver changes to a select number of INS services that will maximise the user experience with those services. D (ICTS) Reduced time to deliver a computer Increased use of self help tools 13.5 Enhance the web site experience through such actions as; extending the home page design deeper into the web site extending web analytics and using the result to improve the experience extending web search capability across multiple repositories. Home page design across more web pages Analytics in place and being used to improve site useability Web search extended 15. Deepen engagement with all INS client groups through structural and process change (as per INS Review) Develop and implement an approach to stakeholder management and engagement for INS clients, embedded within senior roles. Engagement model in place Stakeholder feedback indicating increased engagement 14.2 Deliver targeted client focused showcases and/or appropriate other communication to ensure clients are aware of and able to effectively utilise INS services. Services Number of showcases and other communication events Levels of client use 14.3 Develop the relationship between Campus Life and INS to ensure maximum advantage is delivered to the University in the areas of sustainability. Evidence of reduced carbon footprint through use of green technologies 7

8 Enabling Key priorities Connectedness, agility and sustainability 14.4 Develop and provide a Technology Solution consultant capability to more effectively partner with the University community. Director, ICTS Service in place Positive stakeholder feedback on its value 16. Lead the development and implementation of the University s information management framework Extend the development and implementation of the framework as appropriate including: further develop the Enterprise Data Model implement a data classification model facilitate the development and embedding of a University-wide information management practice that supports the use of information as an asset Model further developed and data classification in place Tangible improvements in information management practices 15.2 Change our approach to records management to make it simpler and more cost effective by influencing State Archival practises and changing Griffith business processes to better leverage technical solutions. Program Manager, Information Management Reduced administrative work and improved access to information Reduced paper record keeping 17. Position the University for global connectivity and collaboration Implement, develop and promote a range of integrated videoconferencing and collaboration options suited to different client needs. Increased use of videoconferencing 16.2 Mature the access provisioning of identity management services including the incorporation of AAF services. Federated access services being used in support of research 18. Implement a coherent IT sourcing strategy Establish and commence implementation of an electronic infrastructure sourcing strategy. D (ICTS) Electronic infrastructure sourcing strategy developed and agreed Evaluations undertaken re hosting of the University ERP Increased use of external hosted storage and compute capacity 17.2 Implement mechanisms that allow for the engagement of strategic vendors / suppliers to Griffith in the planning and development of improved and changed technology support services to students, staff and researchers. Evidence of the value of the supplier relationships 19. Implement structural changes and a workforce plan to optimise alignment with Griffith s 2020 strategy within the available budget Implement a changed leadership and management structure to position INS for Griffith New structure in place and achieving the Operating Plan outcomes 18.2 Determine the impacts of the IT 2020 strategy on the INS workforce and develop Skills audit undertaken and 8

9 Enabling Key priorities Connectedness, agility and sustainability a workforce plan to support the direction Develop and implement a holistic induction program for INS appointees, which emphasises the importance of a performance oriented service culture. development plans established Workforce plan developed Induction program in place 20. Implement the recommendations in the 2012 INS Review Report relating to governance and budget Strengthen the reward and recognition of staff who demonstrate a performanceoriented service ethic Develop and implement a new IT governance model 19.2 Improve the information provided with respect to new IT investment to enable decisions to be made with an understanding of business benefits and total lifecycle costs New reward and recognition model in place which is evidence throughout the year New governance model in place Improved IT planning and reporting documents in place 19.3 Improve reporting on IT investments including budget and income. Improved IT planning and reporting documents in place 21. Lead and influence the University community to streamline University business processes through the use of information technology Develop a capability within INS to review and interpret analytic data associated with INS services and identify improvement activities Implement the concept of an Technology Solution Consultant within the university Administration environment to support the streamlining of processes and practices and obtaining maximum advantage out of current technology solutions (see also 2.7) Analytic tools in place and being used Technology Solution Consultant embedded within University Administration. Evidence of improved process as a result 20.3 Extend the capability of the IT Services Self Service Portal to incorporate a shopping cart and services delivered by INS. Shopping cart in place Increased use of self service portal 20.4 Work in partnership with the Deputy Vice Chancellor and Provost and other key stakeholders to develop a roadmap for developing University relationship management capabilities through the University s CRM system Roadmap developed, endorsed and reflected in the EICP plan 9

10 22. Lead the University in developing and implementing Griffith s IT 2020 strategy Present IT 2020 strategic directions at relevant forums during 2013 to increase the University s awareness of its implications. Evidence of broader awareness of the University s IT strategy 21.2 Develop the Griffith IT Plan Plan developed and being actioned 21.3 Continue to advance the development the University s enterprise information architecture roadmap Demonstrate the linkage between University priorities and IT investment - Increased value for money from IT investments Reduced IT complexity 23. Ensure the University has appropriate policies and practices to manage information risk in a globally connected world Implement and deliver a program of activities to enhance the security practices and capability around the Griffith information systems and infrastructure. Security Assurance Framework implemented Security Manager employed INS Business Continuity Plan drafted 24. Support a sustainable environment through the adoption of Green IT practises and initiatives Collaborate with Campus Life and PFS to improve the sustainability of existing end-user equipment disposal processes Review the set of metrics used to measure Griffith Green IT contributions, implementing change as agreed. Improved disposal processes in place Meaningful and measurable metrics in place 23.3 Move to online delivery of learning materials and away from print course packs. Services Reduced number of coursepacks printed Increased use of digital materials 25. Improve the timeliness, return on investment and performance against the enterprise information technology project portfolio Mature the portfolio governance, management practises and processes to sustain the focus on maximising return on investment. Evidence of improved timeliness, ROI and performance. Improved portfolio reporting. Business cases developed and approved for 75% of major projects 26. Deepen engagement with external stakeholders for mutual benefit Further develop the Friends of the Library series to become self-sustaining. Seek additional event sponsors Introduce charges as appropriate to encourage further membership. Increased revenue Increased membership 25.2 Bring together a group of key stakeholders to assess the feasibility of building a Feasibility assessed and 10

11 pilot initiative which leverages IT to strengthen the concept and potential of the GC health and knowledge precinct, similar to that at Case Western University appropriate actions taken 27. Continue to improve INS staff engagement, value, productivity and our commitment to equity 26.1 Continue to improve our capability to predict future demand for services through trend monitoring and research into specific areas of relevance to the University s strategic goals. No. of innovation/business improvement grants and percentage funded into production No. of conference paper and presentations given by INS staff 26.2 Continuously improve internal communication within and across INS Improvements in staff satisfaction survey 26.3 Increase student employment opportunities across INS Increased numbers of student employed 26.4 Create a specific position to recruit an indigenous employee within INS D, ICTS Increased indigenous employment opportunities 26.5 Use INSider to recognise staff on a regular, less formal basis than through the Reward and Recognition ceremonies 26.6 Reduce excessive leave balances within INS Improvements in staff satisfaction survey Reduced no. of staff with excessive leave balances Reductions in excessive leave balances 11

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