ORGANISATION OF INFORMATION SERVICES A JCU Experience Eric Wainwright

Academic Support Division 1997

Academic Support Division 1999

ASD - Functional Organisation

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. Primary Clientele– Students

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. Primary Clientele– Clients of the Division and Divisional staff engaged in direct service.

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) Information Systems Information Resources Computing Infrastructure Communications Infrastructure Document Services Information and Research Support Equal Employment Opportunity Student Equity Disability Support Staff Development TAFE Liaison Teaching Support Study Skills Teaching Development Teaching and Learning Resources Microcampus Support Student Administration Student Services Examinations Careers Timetabling

ASD Cairns Campus Pro-Vice-Chancellor Information Services and Technologies Pro-Vice-Chancellor Staff Development and Student Affairs Information Services Information Technology Director, Student Affairs Manager, Information Services, Cairns Student Administration Student Services Examinations Careers Timetabling PABX

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

Our Values ServiceExcellence and professionalism in the provision of services HonestyOpen and honest communication FreedomInitiative, innovation and personal growth CollegialityPartnerships and teamwork RespectRespect for diversity and sensitivity to inclusive practices

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 University’s strategic directions and priorities; –Facilitates structural units with clear goals and means of evaluating results; –Enables us to influence the university’s strategies through effective communication and promotion.

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.

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

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

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?

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?

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