1. Developing the University Information Services organisation 6 June 2014

2. A strategy for the management and delivery of IS A focus on user needs A consistent focus on creating intuitive user interfaces Development of a modular approach to IS development based on a common architecture and clearly documented interfaces Development of a pan-Cambridge IT community providing career development opportunity Access to a minimum standard desktop services for all staff and students – a baseline upon which to deliver more bespoke solutions Objectives & Design Drivers

3. UIS Team Perspectives Efficient and effective One-stop-shop for IT services Consistent, reliable and flexible approach to services Better customer focus Clearly excellent Collaborative and innovative High quality communication especially during the transition Enduring themes Excellence Innovation Community

4. Strategy: Pan-University enabling capabilities Maintenance of effective services to support: teaching, learning and research UAS, library and other NSIs remaining investment funding to provide distinctive advantages to Cambridge, eg. enabling research, enhancing the student experience and improving efficiency Information Management: core information needed for operational management and strategic planning of University activities into a unified information architecture enabling all in the University to share “one version of the truth” datasets for appropriate use by all constituent organisations, for all relevant purposes. Discovery, research datasets & Data Protection

5. Services-based approach “a modular approach to Information Systems development should be adopted based on a common architecture and publicly, clearly documented, interfaces to accelerate delivery and stimulate innovation”. a “services based model” is increasingly prevalent across organisations utilising IT services Reusable, combined services in different contexts, allowing exchange of data and shared services across a variety of teams reusable services reduce implementation time and costs

6. Services-based approach (2) complementing internal services with, where they meet security and other requirements, those sourced from public cloud providers, and potentially from emerging education community cloud providers such as JISC. enhancing the governance model to help limit duplication of services and ensure that new services are developed to agreed common standards. This will help ensure services can be shared and scaled. providing a “development platform and toolkit” capability to help Schools, Departments and Colleges create new services within the agreed Cambridge framework.

7. Service sourcing strategy & services catalogue growing range of externally provided services eg Google calendar 10,000 services available on the UK government CloudStore from approximately 1,000 suppliers currently around 30 have received “pan government accreditation” explore the benefits quickly identify suitable services (including cloud services) Create a Cambridge “IT services catalogue”, publicising both internally provided and recommended externally provided services across Cambridge institutions. A new way of working – institutions can find, share and create services

8. Interim Management arrangements & Objective for developing UIS organisation Interim Leadership Team Focus on strategy & integration Predecessor heads oversee day-to-day delivery Transition Project Board High-level strategy & ‘Stage 1’ organisational structure by autumn

9. Operating Principles 1.Change is necessary. The IT review will require a number of structural changes over a period of time, probably implemented in a number of phases. 2.There needs to be a strong link to the needs of the various user communities we serve, and a strategic plan needs to be developed around this. 3.There are a number of disciplines where we should unify capabilities in order to build on best practice and improve our efficiency. 4.There are choices to be made about the final structure and defining that will, by necessity, be something of an evolutionary process over a period of time. 5.The workstrands’ initial findings will be the inputs we will use to design the first phase of the organisation. 6.It is essential for UIS to sustain delivery of current projects and services in parallel with the planning and implementation of the unified strategy and organisation.

10. Defining the Workstrands

11. Workstrands’ focus Focussing on.... Workstrand 1Services Review (incl Desktop) Workstrand 2 Community & Capability Workstrand 3 Operations, including capability development and external/internal governance Workstrand 4Architecture Workstrand 5 Build capability & methodologies Workstrand 6 Service Operations [Operate/Service delivery strategy and organisation] Review (incl Desktop) Workstrand 7 Information policy, assurance and asset management/exploitation

12. Milestones working groups to finalise terms of reference (May 15) further UIS full team engagement meeting (May 20) engage providers of contract and consulting resources (May 31) recruit additional resources to support UIS strategic and organisational planning, and to manage the transition project (May/June) form institutional engagement forum/fora, to meet monthly during the transition process (May 31) teams to reach provisional conclusions for presentation/review (June 30) further engagement meetings and with UIS full team (during July) working groups finalise recommendations (July 31) proposed UIS senior management structure planned (August/September) new UIS senior management structure approved, and selection commences (Michaelmas Term) potential initiation of further consulting work packages to accelerate UIS strategic development (Michaelmas Term) UIS senior management team fully populated (February 2015)

13. UIS Services Catalogue Teaching & Learning Moodle Managed Cluster Service Administration CUFS CamSIS Research High Performance Computing Storage Infrastructure CUDN Eduroam

14. Building the Catalogue What should be included in the Catalogue? Which categories should we use? Consider our current services - what should we change, add or remove?

15. The Collaborative IT Community I can............. Find many or most of what I need in the Service Catalogue Call on specific advice and support Plan and develop my career across the University Influence prioritisation of University central budgets Keep up-to-date with relevant suppliers’ plans Obtain access to external sources of advice, including Gartner Be confident that I am meeting compliance requirements (security, audit etc) Contribute to the Community and be recognised for my expertise What’s in it for the Computing Officers?

16. Staff Career Development Consistent Descriptions for IT Roles −Validated, Consistent Grading Career Pathways −Clear Attainment Targets for Development Career IT Training −Focused Towards Attainment Levels −Certification Secondment Opportunities −Placements −Job Swaps −Shadowing / Mentoring UIS Facilitates Mobility −Job Board −Broker Opportunities −Career Advice

17. The Value of Community Your input today will help shape our future