ORGANISATION OF INFORMATION SERVICES A JCU Experience

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ORGANISATION OF INFORMATION SERVICESA JCU
Experience

• Eric Wainwright
• (Eric.Wainwright _at_jcu.edu.au)

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Academic Support Division 1997
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Academic Support Division 1999
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ASD - Functional Organisation
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Information Services Learning Support

• Primary Purpose

• to enable students to obtain the information ,
  the advice, the generic skills training, and
  other support they need to maximise their success
  at the University and in preparation for lifelong
  learning in various careers.

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Information Technology Resources

• Primary Purpose

• to provide technological infrastructure and
  educational materials, which enable all members
  of the University to have access to the
  information they need in their study, research,
  teaching or administration.

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Academic Support Division 2000
Pro-Vice-Chancellor (Information Services
Technologies)
Pro-Vice-Chancellor (Staff Development Student
Affairs)
Academic Support Office (7.5)
INFORMATION TECHNOLOGY RESOURCES (45.5)
EQUITY STAFF DEVELOPMENT (6)
TEACHING LEARNING DEVELOPMENT (36.5)
STUDENT AFFAIRS
INFORMATION SERVICES (43.5)
Computing Infrastructure
Document Services
Equal Employment Opportunity
Teaching Development
Student Administration
Communications Infrastructure
Teaching and Learning Resources
Student Equity
Student Services
Information and Research Support
Careers
Disability Support
Study Skills
Information Systems
Teaching Support
Examinations
Information Resources
Staff Development
TAFE Liaison
Timetabling
Microcampus Support
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ASD 2000 - Cairns Campus
Pro-Vice-Chancellor Information Services and
Technologies
Pro-Vice-Chancellor Staff Development and Student
Affairs
Director, Student Affairs
Manager,Information Services, Cairns
Student Administration
Information Services
Student Services
Information Technology
Careers
Examinations
Timetabling
PABX
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Reasons for JCU Restructure

• Significant budget reductions
• Wider University restructure into
  Divisions/Faculties
• Lack of strategic focus/planning/client focus
• Too many service points
• Isolated unaccountable and administratively
  inefficient small units

• Problems of support for flexible delivery (7 x
  24 x 365 service)
• Problems of generic skills development
• Rising real costs of print materials
• Changes in student profile

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Our Values
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Some Principles/Aims for Restructuring Division

• To improve overall service levels by having a
  structure which
• Is client-focused
• Enables us to be responsive to external changes
  and client feedback
• Allows flexibility
• Provides opportunities for development of
  expertise and recognition of excellence.

• To enable a strategic approach which
• Enables us to integrate plans, priorities and
  budgets
• Is aligned with the Universitys strategic
  directions and priorities
• Facilitates structural units with clear goals and
  means of evaluating results
• Enables us to influence the universitys
  strategies through effective communication and
  promotion.

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Some Principles/Aims for Restructuring Division

• To maximise use of resources and increase
  productivity through a structure which
• Reduces duplication
• Increases integration and coordination
• Empowers our staff
• Encourages teamwork and collaboration
• Draws on the skills, interests and aptitudes of
  all staff to achieve Divisional objectives.

• To provide a capability for a more proactive
  approach by providing within the structure for
• Evaluation of services
• Piloting new services
• Keep aware of and assessing new technologies and
  best practice
• Understanding relevant applied research in
  support of best practice development
• Effective project management support.

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Key Academic Support Issues

• Infrastructure Development
• IT access
• Networks
• Web
• Internet access
• Library/information resources integration
• Online courseware support

• Software standards
• Medical School/Hospital Library/IT
• Classroom multimedia support
• High performance computing
• Services physical integration

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Key Academic Support Issues

• Skills development
• Academic development/ technology in teaching
• Student generic skills
• Evaluation/student feedback
• General Staff development
• Incentives - awards and grants
• Online courseware support
• Other
• Help services
• Faculty/Schools Liaison

• Resources
• Budget reductions
• Increasing service demands
• Inflation for library/information resources
• Capital shortage
• Skilled Staff

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Some Organisational Change Questions

• Which knowledge/information-related support
  services are best grouped together for budget and
  planning purposes?
• Is it time to regard knowledge flows as a key
  driver of organisational structures?
• Do universities need CIOs?
• What reorganisation is required to provide
  7x24x365 services?

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Some Organisational Change Questions

• Should our organisations be primarily
  project-driven?
• How can large service groupings make best use of
  staff with very different expertise and
  professional backgrounds?
• How do we achieve effective Faculty liaison
  across such a wide range of services?
• How can we maintain motivation when changes of
  organisation and direction are occurring so
  regularly? Training, teamwork - or acquiring
  different types of people?

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Major Current Projects

• Upgrade campus networks
• Upgrade long-distance networks
• Upgrade AV equipment common teaching areas
• Revision of student feedback system
• Review of student retention
• Central servers replacement

• Restructure/develop JCUWeb
• Implement Internet Access control
• Medical School Library/ IT/flexible delivery
  facilities
• Web skills for Academic staff program
• Review of course delivery software