P L A N Page 1 of 18

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1 I N F O RMATION SERVICES STRATEGIC P L A N ABERYS TW YT H U NIVERSI TY Page 1 of 18

2 WELCOME Welcome to the Information Services Strategic Plan. This document has many potential audiences, including the customers of our services who want to find out more about what we re doing, our own staff, to help them plan and prioritise their work, and the University s management and governing bodies. It demonstrates how we will help to deliver the institution s objectives over the next five years. The plan sets out Information Services strategic objectives and how we will deliver these through the expertise of our staff, our information resources, and through the use of technology. To achieve this we will collaborate with colleagues across the University and externally. Information Services seeks to deliver maximum value for money and will be transparent in demonstrating our key performance indicators, impact, and progress against this plan. To achieve our vision Information Services acts as a Service provider seeking to continuously improve our delivery of customer-focused services through a cycle of planning, implementing, checking, and effecting corrective actions where required. We are committed to the principle of continuous improvement by actively monitoring performance, results and the opinions of our customers to feed into the planning and development of our services. Leader in innovation delivering University-wide initiatives that meet institutional objectives through effective implementation of best practice, business processes, technologies, change and project management. Learning Organisation which is central to our students education. We are a frontline service and an enabler for learning in every part of the students academic life. IS responds to and engages with students as well as anticipating their future learning needs. We encourage our own staff to develop their skills and expertise to better respond to our customers requirements. We aim to be an approachable, responsive, flexible and agile department alert to technological developments as well as reacting to developments in higher education, legislative changes, research, scholarly publishing, and technology locally, nationally and internationally. This strategy is set within a wider context. The external environment that is impacting on Aberystwyth University is changing rapidly. Higher education is going through a period of unprecedented change. As Saad Rizvi, Katelyn Donnelly and Michael Barber indicate in the IPPR report An avalanche is coming: Higher education and the revolution ahead (March 2013) Just as globalisation and technology have transformed other huge sectors of the economy in the past 20 years, in the next 20 years universities face transformation. Students are confident consumers of IT and library services, and will expect up-to-date facilities in the University where they choose to study. The HE environment is now far more competitive, for both students and research funding. It is more vital now than ever before to develop an effective Information Services strategy and to successfully operationalise it through project and service management. Development of this plan has been driven by the input of students, Information Services and University staff. Combined with the support of our colleagues across the University, IS staff professionalism, customer-focus, and commitment will drive the successful delivery of this strategic plan over the next five years. Tim Davies, Director of Information Services, October 2014 Page 2 of 18

3 CONTENTS Welcome... 2 Introduction... 4 About Information Services... 4 Our Service in Numbers... 6 Information Services Strategic Objectives... 7 Vision Mission Statement Values Sustainable and Excellent Services Programme Information Services Strategic Objectives Excelling in Customer Service Enabling a Digital University Providing Information Resources to meet Learning and Research Needs Enhancing Learning Through Technology Supporting the University s Research and Enhancing its Impact Delivering Spaces that meet the needs of Learners, Teachers and Researchers Becoming A Learning Organisation Page 3 of 18

4 INTRODUCTION ABOUT INFORMATION SERVICES Information Services (IS) is a professional service department in Aberystwyth University (AU) that provides the library, computing, e-learning, and media services to Aberystwyth University students, teachers, researchers, administrators and visitors. See for more details. It is a converged library and IT service of 113 staff (96 FTE) with an annual expenditure of around 6M (June 2014). The department currently provides the following services: Help and Support: ICT and library enquiry desks are sited in a number of locations, offering library and ICT advice to staff and students. Enquiries can also be made by phone, , Facebook, Twitter, and instant chat. IS also offers extensive online IT and library advice in the form of Frequently Asked Questions, Show me videos, and Do it for me functions. IS provides a bilingual help and support service. Runs the University s Libraries: o Hugh Owen Penglais, houses the University s main collections in the Humanities, Life Sciences, Social Sciences, Education, Rural Studies, and Welsh o Thomas Parry Library, at the Llanbadarn Centre, houses the University's main collections in Management, Business, Law and Information Science o Physical Sciences Library, Penglais, houses materials for Physics, Mathematics and Computer Science Manages the Libraries Physical and Digital Collections o The University libraries hold over 845,000 printed volumes and subscribe to around 45,000 periodical titles. o Generous opening hours at all sites throughout the year o The library holds a unique and rare collection of special materials and archives including the George Powell, Appleton, and Horton collections. o Over 1.5 million is spent on material acquisition annually o Access to nearly 90,000 e-books and over 40,000 electronic journals o Provides Voyager library catalogue, Primo resource discovery, and book recommender services o Extensive daily newspaper collection o Book swop and book sales o Digitisation and document supply services Supports and promotes the use of Library and Information Services through o Specialist in-depth subject support o Academic librarians liaise with departments regarding their research, library and information needs o Academic Services blog o Support for research and open access initiatives, including the PURE Research Management database and Cadair open access repository o Subject-embedded information skills taught in undergraduate and postgraduate programmes o Training, such as using referencing software o Information literacy work with departments The University s Information and Communication Technology Services including: o Central infrastructure including servers, storage, networking, and backup Page 4 of 18

5 o The University s VoIP telephone system o A wireless network facility covering social areas, such as the Students Union bar, cafes, and relaxation areas, many of the main teaching rooms, libraries and halls of residence. o and file store o Web site and intranet o 800 computers for students located in 23 different areas o Self-service, combined printing, photocopying and scanning service o University software packages and licenses o Business Information Systems including the ASTRA student record, finance and HR systems. o Integration of in-house developed, third party and cloud based systems Procurement and sales of ICT equipment and Consumables, including binding and specialist printing services. ICT Support and maintenance installing and supporting pedagogical equipment, including Video conferencing, Lecture Capture, and translation equipment within centrally time tabled, and public service rooms. The team offer maintenance, repair, and upgrade service for PC s, Laptops and peripherals. Multimedia Services including specialist staff, software and loan equipment. Facilitate off air recoding and filming services to departments Videoconferencing facilities including booking facilities and desktop conferencing University Teaching spaces (lecture theatres and seminar rooms), including design, support for AV equipment, refurbishment, and timetabling Technology Enhanced Learning services including o AberLearn Blackboard Virtual Learning Environment including Campus Pack building blocks for Blackboard (blogs, wikis, journals, and podcasting) o Turnitin e-submission o AberCast Lecture Capture and Helix streaming media / off-air recording server o Questionmark Perception (for summative and formative online exams) o Qwizdom in-class voting system o Support and training for use of technology and media in learning and teaching o Run the e-learning Brownbag Series and other special events provide platforms for teaching staff to share good practice with their peers across departments o Host Nexus the website for sharing good practice in teaching with technology o Runs the new Aberystwyth Academy, a centre for developing pedagogical practice around space and technology, including a media lab, filming studio, and dedicated teaching space o Hosting of the regional CADARN project to showcase, promote and facilitate technology enhanced learning across the CADARN group of higher education (HE) institutions and support access to bilingual learning (see for more details). IS reports to the Pro-Vice Chancellor for Staff and Student Services, and to the University Executive through the Heads of Professional Services (HOPS). Page 5 of 18

6 OUR SERVICE IN NUMBERS A sample of some of our Key Performance Indicators ( ) Annual Visits to Libraries 661,458 Individual users who borrowed a book 7,692 Total Loans 422,375 E-book accesses 236,388 Full text electronic downloads 868,703 Enquires to IS by phone, and face to face (IT and Library) 77,455 Staff hours spent training 307 External Store requests 1,134 Visits to the library catalogue 349,680 Full text and bibliographic records in Cadair 7,369 Blackboard accesses 26,327,793 Page 6 of 18

7 INFORMATION SERVICES STRATEGIC OBJECTIVES Currently Higher Education (HE) is going through a period of unprecedented change. The HE landscape is changing as a result of globalisation, technological developments, the marketization of Higher Education, and economic factors. Understanding the forces at work, the components of a University, and strategies being adopted across the sector is critical to ensuring the success of AU. It is vital that Information Services, as a strategic business unit within a HE institution, responds and aligns its strategies to deliver the overall corporate strategy. The Aberystwyth University Strategic Plan outlines the following aims: 1. Creating Opportunities 2. Research With Excellence that Makes an Impact 3. Teaching that Inspires 4. Engaging the World 5. Working in Partnership 6. Investing in Our Future We will support and deliver these aims through the following seven Information Services Strategic Objectives : 1. Excelling in Customer Service 2. Enabling the Digital University 3. Providing Information Resources that meet Learning and Research Needs 4. Enhancing Learning through Technology 5. Supporting the University s Research and Enhancing its Impact 6. Delivering Spaces that meet the needs of Learners, Teachers and Researchers 7. Becoming a Learning Organisation Page 7 of 18

8 University Aims IS Objectives Excelling in Customer Services Enabling a Digital University Delivery of Information Resources that meet Learning and Research Needs Enhancing Learning through Technology Supporting the University s Research and Enhancing its Impact Creating Opportunities Research with excellence that Makes an Impact Teaching that Inspires Engaging the World Working in Partnership Investing in Our Future Delivering Spaces that meet the needs of Learners, Teachers and Researchers Becoming a Learning Organisation Page 8 of 18

9 As a guiding principle in prioritising initiatives under these broad headings, IS will give greater priority to projects that meet some or all the following criteria: Does it help increase student recruitment? Does it improve the student experience? Does it help generate income? Does it ensure we meet regulatory, legal, or compliance requirements? Does it reduce costs or improve efficiency? This is an ambitious but achievable plan written in the context of the resources available in Clearly the success of this plan is heavily dependent on the availability of funding, staff and resources, as well as the level of Institutional support. This strategy is a live document and will be reviewed annually as part of the planning round to take account of changing institutional priorities, the external environment and to the resources available. IS will produce yearly operational plans to implement our strategic objectives. Page 9 of 18

10 VISION Information Services vision is for our library and IT services to be at the heart of the University s academic activity and to be consistently amongst the best in the UK. MISSION STATEMENT Information Services mission is to provide excellent services for the University s information, library, ICT, technology-enhanced learning, and media requirements today and in the future. IS promotes effective learning, teaching, research, and administration by meeting the information needs of our customers. IS delivers services that allow the University to reach and engage staff, students, visitors and the public on campus and also nationally, across the UK, and globally. Page 10 of 18

11 VALUES Everything Information Services does reflects our strong core values Customer First. Information Services prides itself on excellent customer service. As a professional service department putting the customer first is our most important value. This includes interacting with our customers in an approachable, friendly, and respectful way. We will always do a better job for our customers by seeing things from their perspective. Innovation. We value creativity to best exploit technology, information, and processes to support the University s teaching, research, and administrative objectives. We also embrace change and value a flexible and agile approach to project and service delivery. Ambition. We believe in empowering our staff to reach their potential. People are our strength and we are passionate about what we do. We value leadership at all levels of the organisation. Professionalism. We value knowledge, skill, and expertise combined with high standards of ethical practice. This includes integrity and being accountable for what we do. Furthermore, as information professionals, we value a learning organisation for the continual development of our skills and knowledge. Efficiency. Providing the University with high quality and best value for money services by deploying our resources in a cost-effective manner. If we do more with less, we can do more. We value providing services in a long-term sustainable way that has least impact on the environment. Honesty. To celebrate our successes and challenge our failures. We value open and transparent decision-making processes. Information should be made available to the widest possible audience. Fairness. We value treating each other and our customers fairly and with equality. We aim to provide our services in Welsh and English. Collaboration. We value collaboration and sharing within Information Services, across the University, and with external partners, customers, and suppliers. We believe in strong teamwork where the contributions of individuals are recognised and celebrated. Page 11 of 18

12 SUSTAINABLE AND EXCELLENT SERVICES PROGRAMME Information Services will take an active part in the Sustainable and Excellent Services Programme across the following four strands: 1. Front-line 2. Back office 3. HR 4. Trading Information Services will collaborate with colleagues internally and across other professional service departments and Institutes to: Assist the University in reducing overall complexity and cost by developing lean, customer focused ways to enhance and simplify service delivery. Remove inter-departmental charging, to reduce wasted administration effort and improve access to services. Assist in business process mapping and improving the efficiency of process workflows. Identify functions that provide similar services or work in similar ways to see how these can be delivered in a more joined up integrated fashion. We need to consolidate staff expertise and experience in order to offer sustainable services. This will include the following IS functions: o Back office IT o IT support o Front-facing Customer Service o Procurement and sales o Printing and related services Page 12 of 18

13 INFORMATION SERVICES STRATEGIC OBJECTIVES Details of how these objectives will be delivered can be found in the Information Services Operational Plan EXCELLING IN CUSTOMER SERVICE The most important element of Information Services work is delivering excellent services aligned to the needs of students, the University and its Institutes. IS prides itself on a customer focused approach. We will continuously strive to improve what we do and respond to our customers requirements. We also need to ensure we are delivering the right services and that they are provided as efficiently as possible. IS will focus on online, self-help, self-service and mobile (BYOD Bring your own device ) facilities as well as quality staffed services. IS will continue to strive to achieve high satisfaction levels in ICT and Library services in the National Student Survey and our regular student/ staff satisfaction surveys. IS will explore the use of shared services to enhance service delivery where appropriate. In addition, IS will engage closely with Institutes and departments to assist the delivery of their objectives. IS will enhance its delivery of excellent services through identifying our customers and their requirements, developing appropriate services and adapting to new technologies to meet those needs. Investment in staffing is crucial as they are our largest and most important resource, delivering a high quality customer service and underpinning service provision. We will develop our mechanisms for demonstrating the value and maximising the impact of Information Services. All IS staff have a customer-centric approach, regardless of whether or not they have a direct frontline role, understanding the impact of their work on all IS customers. Our planning priorities to achieve this are: 1.1. Respond to and Engage with our Customers 1.2. Provide an Integrated Customer Service Experience 1.3. Grow the Delivery of Customer Service Electronically 1.4. Provide Performance Standards that match or exceed Customer Expectations 1.5. Achieve the Customer Service Excellence (CSE) Standard 1.6. Enhance our Student Induction Processes 1.7. Market ourselves and Communicate effectively with our Customers 1.8. Develop services and support for International students 1.9. Provide effective second line IT support Provide IT Procurement Services Provide and Support the AberCard Develop our capacity to deliver a comprehensive bilingual service 2. ENABLING A DIGITAL UNIVERSITY IS will continue to invest in a sustainable ICT infrastructure that empowers our users to create, store, share, find and use information. IS will ensure our IT delivers improved performance, sustainability, resilience and efficiency savings, migrating from legacy technologies and adopting cloud, shared and open source services where appropriate. We will ensure our systems adapt to meet the University s objectives and business processes. IS will ensure that data held on University systems is as accurate and consistent as possible, delivering business intelligence to support management decision making. Page 13 of 18

14 An effective and efficient ICT infrastructure is key to the delivery of the University s strategic objectives. IS seeks to prioritise the following areas over the 5 year plan: University Web Site Central Information Systems and Integration IT infrastructure include cloud, shared services, core server, storage and backup systems Network and telephony infrastructure Wireless Network End-point, desktop, mobile IT and printing In the development of the University s ICT we are guided by the following principles: Reduce duplication particularly with departmentally run systems Centralise IT services where efficient and appropriate to the business needs A single version of the truth for any key data source and we will adopt the principles of storing the data once Coordinated planning between academic and professional units on Information System development Simplify our systems Adopt a standards-based approach for all new developments Reduce administrative overheads Minimise running costs Reduce carbon footprint Ownership and responsibilities for data must be defined, and owners need to be aware of the legal implications of use and storage of their data IT services will be available anywhere, 24x7, on any device Our planning priorities to achieve this are: 2.1. Improve Processes around Project Management and Change Control 2.2. Exploit Cloud Computing, Software as a Service (SaaS) and Shared Services Provide a Centralised University Print / Copy / Scan Service 2.4. Enhance Desktop Provision 2.5. Expand our Wireless Network 2.6. Enhance our Network Connections to University Buildings and Sites 2.7. Provide a Central Server and Storage Infrastructure 2.8. Protect the University s Data 2.9. Provide a Central Networking and Telephony Infrastructure Exploit Bring Your Own Device (BYOD) Ensure our Data and Systems are Secure Deliver / advise IT infrastructure requirements for Overseas and Other Campuses Review University data centre provision Develop our Business Information Systems Provide a Website that best showcases the University Promote the Greening of ICT University-wide Ensure Effective Information Governance and Compliance Page 14 of 18

15 3. PROVIDING INFORMATION RESOURCES TO MEET LEARNING AND RESEARCH NEEDS Information resources will continue to be developed so that they are accessible and focused on the learning and research needs of the University. Changing models in scholarly publication including the open access agenda and accelerating move towards digital resources are key features of this objective. Strategic to this is integrating information literacy and library resources within the curriculum so that learners are better able to exploit the University s information resources. Our planning priorities to achieve this are: 3.1. Revise the Information Resource Allocation Model 3.2. Continue to build upon Library Academic Services Liaison with Institutes 3.3. Raise Awareness of the Library s Collections 3.4. Adopt and Deliver a University-Wide Information Literacy Policy 3.5. Adopt and Deliver University-Wide Digital Reading Lists and an Associated Policy 3.6. Implement a Next Generation Library Management System 3.7. Provide easy to use and intuitive Resource Discovery 3.8. Increase Uptake of Digitisation 3.9. Improve access to physical library materials to support teaching and learning Enhance student experience by increasing the number and range of books Enhance student experience by increasing the number and range of electronic resources Support plans for Overseas and remote campuses, distance learning, and franchise agreements with Information Resources 4. ENHANCING LEARNING THROUGH TECHNOLOGY Students expect technology to be seamlessly integrated in their University experience. IS will work to further develop an integrated online learning environment for our students. We will maintain our role of evaluating, providing and supporting the most appropriate range technologies for both face-to-face and independent learning activities. IS will continue to provide and enhance support and training for staff in the use of technology-enhanced learning. We will work, alongside regional and national initiatives, on open educational resources and the online delivery of courses. During this planning period, IS will take a proactive role in enhancing learning through technology across the University engaging with stakeholders driving uptake and increased quality. This objective will be achieved through a number of initiatives: Building a strong, flexible and extensible IT infrastructure for Technology Enhanced Learning (TEL). This will include close integration with the student record and other central systems (e.g. Scientia Timetable). Continuous monitoring of the educational technology environment, adopting tools and methodologies as appropriate. Being innovative and introducing new technologies where clear benefits can be identified. Working closely with IEGPD, to further develop our support and training for staff and students in the use of technology to enhance learning. Encouraging the uptake of technology enhanced learning across the University. Assisting in the development of media rich learning materials to support on-site or distance learning. Page 15 of 18

16 Identifying opportunities for funding in support of projects that support our overall objectives. Information Services will continue to monitor developments across Welsh HE, in particular the emphasis on technology-enhanced learning in the recent Policy Statement on higher education (2013) and the soon-to-be-updated HEFCW strategy for Enhancing Learning and Teaching through Technology due to be released during Our planning priorities to achieve this are: 4.1. Develop and enhance the use of information systems in the delivery of learning and teaching processes Enhance the Role of Multimedia in Teaching and Learning 4.3. Develop the Aberystwyth Academy as a Centre for Developing Pedagogical Practice around Space and Technology 4.4. Enhance the Provision of Learning Activities and Opportunities via Mobile Devices 4.5. Enhance Uptake of Technology Enhanced Learning 4.6. Develop and Implement a Strategy for Online Learning 4.7. Deliver Branded and Customised VLE for Projects 4.8. Support for Welsh Medium technology enhanced learning 4.9. Support creation of Open Educational Resources Facilitate the CADARN project hosted at Aberystwyth University 5. SUPPORTING THE UNIVERSITY S RESEARCH AND ENHANCING ITS IMPACT IS will develop and enhance research systems, services and technologies to meet the needs of individual researchers and collaborative groups at the University. IS will provide services, technologies, training and assistance targeted to the needs of researchers. IS will contribute to enabling, curating and disseminating University research outputs and will develop open access solutions. This objective will be achieved through a number of initiatives: Research outputs: Working with the Research Business and Innovation (RB&I) IS has been heavily involved in the PURE Current Research Information System (CRIS) implementation. Work continues to integrate PURE with University corporate systems involving BIS, IS & RB&I. IS will assist in the further integration of PURE and the institutional repository CADAIR into our standard service offering. Research data: A University operational group on Research Data Management (RDM) has been established with staff from the RB&I and IS. This project group will take forward AU s response to the research councils requirements on RDM (open access to research data by May 2015). Through the Aber-Bangor partnership, AU s and Bangor s operational groups are collaborating in areas of requirements analysis, technology, policy and training. Supporting research processes and access to information resources. Supporting research-led teaching. The distinctiveness and quality of our teaching is due to the link to high quality research. Implementation and support of central research systems to help drive research synergies, to build research strengths, and further cross-discipline research. Page 16 of 18

17 Our planning priorities to achieve this are: 5.1. Support and Develop the Institutional Repository 5.2. Develop and Implement Solutions for Research Data Management (RDM) 5.3. Promote and Develop Information Services Support for Researchers 5.4. Improve Awareness of Special Collections 5.5. Increase Uptake of Document Supply 5.6. Improve Research Success and Research Outputs by Facilitating Open Access 6. DELIVERING SPACES THAT MEET THE NEEDS OF LEARNERS, TEACHERS AND RESEARCHERS IS will develop an effective range of study environments and learning spaces that are fit for purpose, comfortable working environments and suit the varied needs of our users. This will be achieved by identifying student and staff requirements, by working with Institutes, departments, Estates and Campus Services, and supporting the University Estates Strategy. Through the Aberystwyth Academy IS will enable and support the focus on spaces and technology to enhance learning, teaching, and pedagogical practice. IS will ensure the teaching and examination timetables best utilise our spaces and also inform their development. This objective will be achieved through a number of initiatives: Through engagement with stakeholders a clear understanding of space requirements can be reached. Once established, these will be the primary drivers in any refurbishment or new build project. A review of best practices within the HE sector, in the UK and wider, will inform the development and management of our learning spaces. Identification of ring fenced budgets for development projects i.e. CTT room refurbishment and Library refurbishment budgets need to be separate and clearly identified in terms of amount and scope. Clear time scales must be agreed prior to the start of any projects with clear and identified sponsor, project leader and steering group. IS will work closely with other services departments in delivering these projects. Our planning priorities to achieve this are: 6.1. Refurbish Centrally-Timetabled Teaching (CTT) Rooms 6.2. Develop the Aberystwyth Academy 6.3. Develop Library Spaces 6.4. Deliver Teaching and Examination Timetables Effectively 7. BECOMING A LEARNING ORGANISATION Continuing the development of customer-focused, professional, skilled and motivated staff is essential to the delivery of Information Services strategic objectives. Our staff s strengths, ambitions, ideas, and ability to reach their potential underpin our success. IS will develop its staff through involvement in the academic life of the University, attendance at training, conferences and other community events. Furthermore, we are committed to good people management practice, involvement of staff from across IS in setting priorities and objectives, in staff development and review processes, regular internal training, communication and awareness raising sessions to ensure Page 17 of 18

18 transfer and development of skills. Utilisation of online and sector resources such as JISC, JANET, HEA, CILIP, SCONUL, UCISA will also be maximised. Our planning priorities to achieve this are: 7.1. Consistently Implement Staff Development and Performance Reviews (SDPR) 7.2. Develop a Training, Travel and Conferences Annual Plan and Budget 7.3. Develop an Annual Internal Training Programme and Training Needs Analysis 7.4. Recognise and Reward Success 7.5. Develop Leadership Skills for Staff 7.6. Communicate well both internally and externally 7.7. Provide the Right Environment for our Staff 7.8. Provide Structures that Enable and Clarity on Team Roles 7.9. Work innovatively to Assist Staffing our Services Page 18 of 18