DRAFT, VERSION 2.5
INTRODUCTION
Purpose: why an Information Strategy?
(i)
Objective
The purpose of developing an Information Strategy is to achieve the efficient and costeffective delivery of the information that the Collegiate University needs to conduct its
teaching, research, external communication and outreach, and administration.
(ii) Present difficulties
The Collegiate University is a complex organisation, with a highly devolved structure.
Historically, this has meant that that collection, recording, and dissemination of
information has likewise been a devolved activity.
This has had a number of effects.
•
In some areas, there may be few common sources of information. Information may
be gathered and held by individual units – departments, colleges, the central bodies
– for their own purposes. There may not be a clear definition of the ownership of
information and responsibility for keeping it up to date, no single recognised source
for the definitive record, no clear policy on dissemination covering who needs to
see or may access the information, whether or how it might be shared, or the form
in which it is best disseminated. Before the ISIDORE project, for example,
information on students might be gathered and held by a college, a department, and
the Central Administration for their own purposes, without it being clearly
identified which was the definitive source, and without a systematic means to bring
the information together for those who needed it, other than by inquiry of multiple
bodies and manual reconciliation.
•
Where information is held on different information systems, these systems might
not be able to exchange information without manual intervention or re-keying.
Catalogues in the museums, University Archives, and special library collections,
for example, may be in different formats, and have to be separately interrogated to
obtain information on aspects of the collections. The same may be true of
information held on IT systems, where those systems are not interoperable, and
time and effort have to be spent in transferring information between systems.
Interfaces are being constructed to overcome these problems where possible, for
example between GEAC Advance (the library management system) and OSIRIS
(the finance system) to provide both the finance and library management functions
the data they need on book purchases. Similar interfaces will be needed between
ISIDORE, the replacement library system, and the Virtual Learning Environment.
•
Core information may be duplicated, and supplemented in different ways with
additional information, according to the use to which it is to be put, instead of there
being a single definitive source of core information which feeds into all
applications that have the need for it. A content management system for the
University’s web site would assist with this, and would in turn be supported by an
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Information Strategy. The Web Strategy Group is keen to take this forward,
informed by the Information Strategy.
•
Where information is made publicly available - is published, whether internally or
externally or both – the publication is not necessarily wholly coordinated. For
example, information about a particular matter may be published in different places
or formats, requiring users to look at several sources to find the information they
need. Information on courses, for example, may be published by departments,
colleges, or central bodies, in regulations, handbooks, or on the web on one or more
web pages. This risks giving a less than coherent impression to users, and also risks
the publication of potentially conflicting information.
•
When information is published on the web, it is not immediately apparent where it
may be found, as below the top two levels there are no agreed standards either for
the organisation of departmental web sites or for minimum levels of content,
howsoever arranged to suit departmental needs. Coordination of the provision of
information on web sites, its dissemination by other means, such as paper or e-mail
circulation, and improved record management across the institution, would
significantly reduce burdens on hard pressed staff and enhance efficiency.
•
Time is spent interrogating and reconciling different sources of data to produce the
information needed. This is an unnecessary cost, potentially delaying or corrupting
information needed for management purposes within the University, jeopardising
the timely delivery of that information, and representing a risk in terms of
compliance with statutory returns or legislation such as the Freedom of Information
Act.
•
Provision of information or requests for information are not necessarily well
coordinated, resulting in overload on the staff at the receiving end, particularly
academics and administrators.
•
The University’s position vis a vis competitors is weakened: either in gathering
information needed to seize external funding opportunities; or in providing
information to potential applicants for places or posts; or in providing a coherent
image through its publications.
There may be individual solutions to many of these problems. The solutions themselves
are not necessarily coordinated, however. An overall information strategy would provide
the framework in which to develop a more coherent approach.
(iii)
How an Information Strategy will help to address these difficulties
An Information Strategy consists of a set of overarching principles concerning the
creation, maintenance, availability, delivery and exploitation of all types of data or
information used or produced by the [Collegiate] University for its institutional purposes,
including, primarily, teaching, research, public outreach, and administration.
The purpose of developing such a set of principles is to address the difficulties described
above by providing an agreed basis on which:
•
to plan in a coordinated way capital and other projects concerned with the creation,
delivery, or storage, of information in whatever medium;
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•
to ensure that data are created and maintained accurately and cost-effectively;
•
to ensure that all appropriate information is accessible to members and employees
of the [Collegiate] University and outside parties when they need it.
If the [Collegiate] University subscribes to the principles, its policies and operational
plans should conform to them and they should be incorporated, as a check list, into the
project appraisal process.
(iv) Benefits
If implemented, an Information Strategy should yield the following benefits:
•
•
•
•
•
information will be easier to access;
duplication of information will be reduced;
time and cost will be saved;
the University’s position vis a vis its competitors would be improved;
quality and reliability of information will be improved.
(v)
The principles
Below is a set of overarching principles. In each case, after the individual principles, key
operational considerations set out the actions that are required to put the principles into
practice (these are not intended to be exhaustive), and the associated documentation that
should be in place.
(The operational considerations and documentation are focused on ASUC activities at
this stage of developing the Strategy. Some of the operational considerations applicable
to ASUC are also applicable for the rest of the University – possible extensions beyond
ASUC are marked in square brackets).
The Information Strategy is not an end in itself but is a policy framework which enables
and encourages the development of the more systematic creation, use and management of
information. Some of these policies are already in existence and may need only minor
updating. In other areas, policies need to be developed. These policies, and the
Information Strategy itself, will be kept under review.
The Appendix is a schedule of documentation derived from these sections.
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OVERARCHING PRINCIPLES
The Collegiate University should enable the creation, management, storing, access,
manipulation and transmission of appropriate information, at every physical location
where its stakeholders may be required or expected to work; different levels of service for
different categories of stakeholder will be expected.
1.
Accessibility
Principles
a. Right of access
All members and employees of the Collegiate University should have access to the
information they might reasonably need in order to execute their duties or to undertake
their research or programme of study effectively, and in order to participate as full
members and employees of the Collegiate University. Information should normally be
freely available to members and employees of the University unless there is good reason
for it to be restricted.
The Collegiate University should make available appropriate information to external
stakeholders, including prospective students, current and potential research partners
including government, the local, regional, national and international communities, and
companies.
b. Location
Subject to (a) above, information should be accessible in an appropriate format and
available with minimum delay. Information should be delivered to the point it is needed,
securely, accurately and on time.
Operational considerations to be pursued:
Define the rights the different categories of stakeholders have to access information..
It should be clear who owns each piece of information, who is responsible for
maintaining and updating it, who has the right to alter it, and who has permission to
access it.
Information flows should be mapped so that where there are not over-riding operational
considerations to the contrary, information should be acquired once only and the
definitive version should be stored and kept up to date by its owner(s) as the primary data
set.
Standards should be adopted across the University for all aspects of information
management where data has to be exchanged; these should include, especially, the
categorization and indexing of data, the exchange of data, user interfaces to information,
and document formats.
A records management policy must be put in place, for all types of information, including
Legal Deposit material, to determine what should happen to all information and data
(both paper and electronic) after it has ceased to be of relevance for administrative or
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immediate academic purposes and to ensure that archived electronic records, in
particular, continue to be readable as technologies change; data will move from one
context to another as their currency changes but must remain accessible over time.
(Current legal considerations here include the Data Protection Act, Freedom of the
Information Act, Disability Discrimination Act, and Copyright, Designs and Patents Act.)
The locations in which stakeholders work may affect their ability to access the
information they need. The implications of this for the delivery of that information need
to be worked through.
Documentation
University Mission Statement, Corporate Plan, Academic Strategy, Management
Information Systems Strategy, University Data Protection and Freedom of Information
Policies, including the FoI Publication Scheme, e-Government Information Framework,
Web Strategy (to be developed in the light of the Information Strategy).
2.
Information Skills
Principles
All members and employees of the [Collegiate] University should be helped to develop
the appropriate skills to enable them to access the information they need, to use it
effectively, and to comply with their obligations under such information policies as may
be applicable. Training and learning resources should be made available to enable every
member to acquire the necessary skills.
Operational considerations
Change management and training, as appropriate, in library, information, and language
skills for:
undergraduate and postgraduate taught students
postgraduate research students
staff.
Self study resources in information skills for non campus-based students.
Documentation
North Report, Learning and Teaching Strategy, Report of the EPSC/ICTC Working
Group on IT in Teaching and Learning (incorporated into the above), University and
departmental staff development policies, Human Resources Strategy, Freedom of
Information Act.
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3.
Intellectual Assets
Principles
The University aims to maximise the benefits, whether to the University or to the wider
public, from the intellectual assets it owns or creates.
The University will assist its members in the dissemination and use of information, and
will protect and exploit its intellectual assets. It will respect the intellectual assets and
copyright of other organisations and individuals.
Operational considerations
The intellectual assets include collections, legal deposit and electronic legal deposit
material, archives, material in institutional repositories (including the question of
publication by researchers), and – where owned by the University – research and teaching
materials.
ASUC [extending to the University] should ensure effective oversight and management
of all its copyright and intellectual property rights issues, and the awareness of these
should be raised significantly.
Documentation
OULS Vision, OUCS Vision, IPR policy.
4.
Corporate Identity
Principles
The University should seek to develop and maintain an effective, consistent, and positive
corporate identity. All information, regardless of format, created by members of the
University or its departments for corporate purposes should be consistent with, and
should thus reinforce, the University's corporate identity.
All such information should be up to date, accurate, and subject to regular review.
Operational considerations
The roles of ASUC and its departments in relation to their official publications and Web
pages [extending to ‘the Director of Public Relations for the University’s publications
and, for the Web, the Web Strategy Group. For all other material, the roles of Council
and Divisional Boards.’]
Implications of the Freedom of Information Act and the Data Protection Act
Strong graphic visual identity for print publications and web pages
Design expertise available for document creators, coupled with editorial overview of
corporate identity
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Proactive editorial function in respect of information relating to external marketing
Documentation
Freedom of Information Act: Publication Scheme, Web Guidelines.
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DEVISING THE INFORMATION STRATEGY FOR ASUC
[Many of these points would, however, be applicable to other parts of the University]
Matters that an Information Strategy will need to address include the following.
•
Identification of stakeholders
•
Identification of the classes of information covered by the strategy
•
‘Ownership of information’ (allocation of responsibility for ensuring the accuracy
and currency of the various classes of information)
•
Definition of who has a right to what information (includes compliance with the
legislation FoI, DPA, etc). and what mechanisms are in place to facilitate this?
•
Policy on availability of information (includes provision to or within particular
locations), and what mechanisms are in place to facilitate this?
•
Definition of information priorities given finite resources within the University
•
Mapping information flows to ensure no unnecessary duplication of effort
•
An overarching policy below which records management, web management, open
access, DDA, FoI, and DPA issues, an institutional archive and the University Card
can be developed
•
Cost implications of the Information Strategy. If VC-SOM is persuaded that it
wants an Information Strategy to be followed up, ASUC may come back with an
estimate of the cost and a bid for non-recurrent funding.
[ROLL-OUT BEYOND THE ASUC EXERCISE
Were the Information Strategy to extend beyond ASUC, it would need a person or body
charged by Council with the following in relation to the Information Strategy:
ƒ
carrying out, for the University as a whole, the actions identified above in
devising an Information Strategy for ASUC.
ƒ
monitoring implementation
ƒ
providing advice, guidance and support
ƒ
co-ordinating/receiving/approving the supporting documents
ƒ
reviewing and revising at intervals
ƒ
ensuring linkage to the corporate planning process
ƒ
ensuring cost-effectiveness.]
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APPENDIX
Information policies and documentation
Documentation
Status
Action
Review and
monitoring
Responsibility
University Mission Statement
In existence
Corporate Plan
Under active
Redrafting
revision
Council
Academic Strategy
Under
development
Drafting
EPSC, Council
Review and
monitoring
Council
Governance Structure: Statutes and
Regulations
In existence
To be
commissioned
Information needs and flow analysis
Learning and Teaching Strategy
Report on IT in Teaching and Learning
Council
In existence
In existence
Review and
monitoring
EPSC
Review and
monitoring
EPSC with advised by ICTC
Human Resources Strategy
Under review
When approved,
review and
monitoring
Personnel Committee
Staff development policies
In existence
Review and
monitoring
IAUL, Personnel Committee
OULS Vision
In existence
Review and
monitoring
OULS/CUL
OUCS Vision
In existence
Review and
monitoring
OUCS/ICTC
ICT Strategic Framework
In existence
Review and
monitoring
ICTC
ICT Strategy
1996 strategy
to be replaced
Review and
monitoring
ICTC
In progress
In progress
Network Management Group,
reporting to ICTC
Telecommunications Strategy
Network Management Review
Publication and dissemination of
corporate information
Public Relations
Corporate identity
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Web Guidelines
In existence
Review and
monitoring
Web Strategy Group,
reporting to ICTC
Regulations for IT Use
In existence
Review and
monitoring
ICTC reporting to Council
Library Regulations
In existence
Review and
monitoring
Curators of the University
Libraries
Disaster recovery plan
Risk Management
Committee/Internal Audit
Business continuity plan
Risk Management
Committee/Internal Audit
Management Information Systems
Strategy
In existence
(draft)
Review and
monitoring
MIS, Council
Financial system (OSIRIS)
In existence
Review and
monitoring
OSIRIS team, Finance
Division, Council
Student information system
(ISIDORE)
In
development
ISIDORE team, Student
Implementation,
Administration Section,
review, monitoring
Council
Personnel/payroll system
In existence
Review and
monitoring
Personnel/Finance/MIS
Estates management system
Estates/MIS
Records Management Policy
Council
Freedom of Information: Publication
Scheme
In existence
Freedom of Information: procedures
for dealing with requests
In
development
Data Protection Policy
In existence
Review and
monitoring
Council
IPR policy
In existence
Review and
monitoring
Research Services/ Council
Review after four
years
Council secretariat
OULS/ICTC to coordinate
with OUCS/ICTC;
OULS/CUL; Archives Ctte;
MIS/Registrar; Research
Services Office
Data Archiving Policy
Copyright statement
Council
In existence
Review and
monitoring
Council
G:\Information Strategy\IS v.2.5.doc
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