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Strategy

Activities identified as fitting with our strategic direction

The following table summarises the set of activities we believe will allow us to progress towards our overall objective - provide the IT services required by a world class University.

We have established mechanisms by which we can clearly describe our services and put in place metrics and feedback to assess performance – it is now possible to benchmark our performance against user expectations or against other appropriate organisations.

External benchmarking is certainly possible - but ultimately the most important criterion is whether we meet the needs of our user community. There is little point claiming success for a service because it 'out performs' a similar service at another institution, if that institution happens to be a relatively poor performer and, in any case, our user expectations are much higher than the sector norm.

The overall approach is described as ‘Service Management’ – it was initiated in Summer 2008 and has now reached the point where all services are recorded in a Service Catalogue, with Service Level Agreements, performance metrics, user/customer input to service development, resource prioritisation and service level strategies (i.e. how should the service be developed further and what benefits would be delivered). A number of our activities revolve around further development of our Service Management capabilities, or around improving existing services.

Additional activities are intended to address the 'differentiating services' aspect of our objective.

We will…
Because…
  • Support process improvement in other departments
  • There is potential for savings and improved user experience in processes ‘owned’ by other teams
  • Continue to build our service management capabilities
  • Benchmark against user expectations and needs
  • Core IT service performance is critical and we need to achieve or maintain acceptable service levels
  • Significantly strengthen and improve communications and engagement channels between ITS and user communities
  • Poor awareness, within ITS, of user needs, frustrations or ideas leads to lost opportunities, inefficient working, loss of creativity and user dissatisfaction
  • Poor user awareness of ITS services leads to underutilised services, duplication of solutions, inefficient management, lost time and user frustration living with problems to which a solution exists
  • Deliver a series of projects introducing new or enhanced capabilities
    • Develop a platform for progressing our long term e-Learning capabilities - starting with assignment, feedback and assessment
    • Enhance collaborative tools and platform to support multi-department, multi-institution working
    • Introduce innovative wireless networking solutions for residences and out-door locations
    • Develop 'free-at-point-of-use' services for data storage, server and application hosting
    • Introduce a data encryption service - helping users manage sensitive data in a number of situations
    • Enhance data and network services to support HPC community
  • We need to meet evolving user needs and expecations - to deliver solutions that either meet expectations or provide genuinely innovative, differentiating services that will lead to greater creativity, greater collaboration and improved user satisfaction
  • Continue to maintain excellent core services
    • New data centre increasing internal capacity and capable of providing externally facing services
    • Re-engineer Identity Management services and underlying infrastructure
    • Migrate staff e-mail to externally hosted service
    • Develop new services to allow users to access core ITS services - regardless of device
    • Implement enhanced virus management processes and technology
  • Existing services require ongoing maintenance to meet increasing user expectations and demands; underlying infrastructure projects will continue to be required