Caroline Steel, Director Digital Learning, La Trobe; ascilite President. Elizabeth Coulter, Director ITS, The University of Auckland; ascilite; CAUDIT

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1 Caroline Steel, Director Digital Learning, La Trobe; ascilite President Elizabeth Coulter, Director ITS, The University of Auckland; ascilite; CAUDIT

2 A decade ago we brought you

3 2013 Rank 2014 Rank The Issues 2 1 Supporting and enabling teaching and learning 1 2 Supporting and enabling research 3 3 Positioning IT as a catalyst to transform the business functions of the institution 7 4 Reshaping the workforce to position IT as an agile enabler and strategic partner 4 5 Leveraging cloud services in a coordinated and strategic manner - 6 Establishing a partnership between IT leadership and institutional leadership to develop a collective understanding of what information technology can deliver 8 7 Developing a Digital Strategy for the future - 8 Understanding and addressing the expectations of a new generation of students 6 9 Managing security and privacy effectively in a hybrid environment of multiple sourcing models - 10 Utilising analytics to support strategic initiatives and change behaviours

4 We reveal the current state-of-play: Our survey Forging productive partnerships between learning, teaching, libraries and IT Our panel of IT, Library & Teaching and Learning experts, discuss how we might forge more productive partnerships between us

5

6 Slow response to rapid technological change Constrained budgets Uncertainty Increasing competition Changing student expectations Can we truly afford to not work together?

7 24 respondents: Learning and teaching (15) IT (7) Library (2)

8 Clear technology enhanced L & T agenda going forward? Yes No To some extent Not sure Series

9 Perceptions of primary role of IT in supporting T & L Valued Business Partner - Spends time with other business/functional heads. Interested in improving my business metrics rather than IT's agenda IT Expert - Provides insight and information on IT issues, tools, capabilities, etc. Gatekeeper - Focused on setting policy & ensuring process and policy compliance Administrator - Tactically focused on fulfilling service requests and maintaining IT / keeping the lights on Series

10 Perceptions that IT and L&T are working collaboratively & productively toward progressing L & T agenda Not at all To a small extent To a moderate To a large extent To an exemplary Not sure extent extent Series

11 Perceptions that library & L& T are working collaboratively & productively toward progressing L & T agenda Not at all To a small extent To a moderate To a large extent To an exemplary Not sure extent extent Series

12 Leadership Common strategy, goals, priorities & vision Mutual understanding and valued partnership

13 we need to trust each other (not always true), we need clear roles, We need high level leaders that get along. We need some equality in effort/interest. a sound strategic plan for tech-supported T&L, jointed planning processes, joint projects, ad ideally job positions created that bridge across IT, L&T and library, or at least regular staff secondments in which staff are on site and engaged in day-to-day work.

14 Territories, silos, empires Role ambiguity Funding models No shared goals or understandings Different perspectives on institutional goals

15 Turf Individual personalities that are into empire building A lack of clarity as to the roles and responsibilities of each unit. Lack of tangible areas for collaboration and mutual acknowledgement and understanding of different priorities and perspectives

16 Encourage collaboration Shared understanding of university priorities Shared goals & responsibilities Leadership that champions relationships

17 You need a person who can speak both languages one agenda, rather than 3 separate agendas. Regular catch-ups and transparent flow of information between L&T, ITS and Libraries. We have this working extremely well - we now just need to bring Library into the loop more.

18 Enabling leadership Shared goals, priorities, KPIs and/or projects Cross-functional working groups Valued and rewarded partnership Encourage risk, experimentation & innovation

19 Collaborative teams with performance plans reflecting the importance of working across silos to get the job done and senior managers as enablers to remove barriers. When the strategic direction and roadmap is clear, appropriate funding/resources are provided, and there is a sense of adventure and goodwill amongst all participants that together with effort, patience and some risk, we can deliver great things.

20 Chair: Elizabeth Coulter Director ITS, The University of Auckland; ascilite; CAUDIT Panel: Mark Gregory CIO, University of Adelaide; CAUDIT Wendy Abbott University Librarian, Bond; CAUL Caroline Steel Director Digital Learning, La Trobe; ascilite

21 Express your opinion by completing our survey: