IT Services Plan

2011-12

April 2012
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IT Services: working together to enable excellence

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Purpose and Structure of this document A new IT Services organisation was established on 1 August 2011 to provide all IT facilities and systems for the University. This Plan sets out our vision, mission and values, and describes the contribution of IT Services to the University. It sets out our strategic objectives and some key actions that we are taking to achieve them. It is intended as a living document which will evolve to set out the future direction for IT Services and, as such, the Plan will be further developed as part of on-going consultation with IT Services staff and with our key stakeholders.

Tim Phillips Director, IT Services April 2012

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Contents Vision, Mission and Values ................................................................................................... 4 IT Services: Groups .............................................................................................................. 7 Planning for the Future: Strategic Objectives and Actions ..................................................... 8 Objective 1 Objective 2 Objective 3 Objective 4 Objective 5 Objective 6 IT Services and the University ................................................................ 8 Education and the Student Experience .................................................... 9 Research and Enterprise ....................................................................... 10 Business and Administrative Processes................................................. 12 Flexibility, Agility and Responsiveness: .................................................. 16 External Engagement ............................................................................ 19

APPENDIX A: Plan Overview.............................................................................................. 21 APPENDIX B: Summary of Deliverables ............................................................................. 22 2. Education and the Student Experience ........................................................................ 22 3. Research and Enterprise ............................................................................................. 23 4. Business and Administrative Processes ...................................................................... 24 5. Flexibility, Agility and Responsiveness: IT Services Organisational Development ....... 25 APPENDIX C: Groups in IT Services purpose and objectives .......................................... 26 Service Delivery .............................................................................................................. 26 Systems Development..................................................................................................... 27 Infrastructure ................................................................................................................... 28 High Performance Computing ......................................................................................... 29 R&D / ILRT ...................................................................................................................... 30 Programme Group ........................................................................................................... 32 Administrative Resource Group ....................................................................................... 32 Communications.............................................................................................................. 33 Professional Development Group .................................................................................... 34

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Vision, Mission and Values

This Plan sets out the framework by which IT Services will play the leading role in delivery of the Universitys IT Strategy. The primary mission of IT Services is to provide support to all members of the University so that they may achieve their potential through the use of modern Information Technology. Hence, our mission statement: IT Services: working together to enable excellence Our vision is for a University which is truly enhanced by the use of Information Technology (IT), supporting and enabling people to fulfil their roles. Information resources and tools should be accessible and well integrated to facilitate the processes of Education, learning and teaching for students and staff Research, for all researchers and collaborators Management of all aspects of the organisation

The University of Bristol is one of the leading universities in the UK; it is consistently ranked in the top 10 in the UK and is in the top 100 worldwide. To sustain this, the University needs high quality Information Technology (IT), supporting the whole University and enabling excellence. People are the most valuable asset of the University and this is axiomatic to IT Services. We embrace the benefits of good team working so that each member of IT Services is able to develop and bring to bear their individual skills to the benefit of their team, IT Services and the University as a whole. Our core values are: A focus on high quality service provision Good communication, both within IT Services and with all our customers and stakeholders Trust Clear, strategic leadership Working together in a positive and collaborative way Learning and personal development Mutual respect

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Our drivers are firmly established in the core mission of the University of Bristol for: Excellence in research and enterprise, education and the student experience Efficient business and administrative processes Flexibility, agility and responsiveness

IT Services delivers beneficial outcomes which will: Support education, learning and teaching and enhance the student experience Support Research and Enterprise Provide efficient and effective processes, enabled by well-designed, integrated information systems Enhance the reputation of the University Generate increased income and revenue consistent with the mission of the University and the aims of the IT Strategy Achieve financial and environmental sustainability

The following plan sets out a series of activities (objectives and actions) each related back to these drivers and outcomes.

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Summary of Aims from the IT Strategy Aim 1 To support education, learning and teaching and to enhance the student experience To support Research and Enterprise To support the Business - by providing efficient and effective processes, enabled by well-designed, integrated information systems People: must be at the centre of IT provision to ensure that all members of the University are well supported, trained and equipped to fulfil their roles Information Resources: to provide members of the University with electronic information resources that they need for their work and studies Access: to provide access to IT facilities for members of the University, wherever they are, whenever they need it Communication and Collaboration: to provide integrated tools to enable communication and collaboration between members of the University and with others with whom they work and study Service: to provide excellent, responsive and resilient IT services for all members of the University Governance: to establish a clear IT governance model for strategic planning and development, coordination, decision making, resource allocation and funding Environment: to develop sustainable approaches to provision of IT, to minimise the impact on the environment

Aim 2 Aim 3

Aim 4

Aim 5

Aim 6

Aim 7

Aim 8

Aim 9:

Aim 10

Figure 1: Aims from the IT Strategy

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IT Services: Groups
IT Services is organised into the following groups (listed here with their short statements of purpose): Service Delivery To be the eyes, ears and mouth of IT Services Systems Development To take responsibility for the coordination and delivery of IT systems (web, applications, databases and middleware), to enable University processes and activities, and which are in support of the University's key drivers Infrastructure To provide the underlying IT platforms which keep the University running High Performance Computing To underpin the development of the University of Bristol into an internationally-leading Centre of Excellence for Advanced Research Computation R&D / ILRT To research, prototype and develop technologies, media and standards, delivering expert knowledge or products of strategic advantage to the University and/or that are sustainable by their desirability to external organisations Programme To provide support for the other groups by developing, overseeing, supporting and improving processes, policies and standards for IT service management and project management; developing service strategy and supporting the management of our portfolio of IT services over their entire lifecycle; and managing major projects, such as the SPR reorganisation Administrative Resource To be the virtual team providing administrative support to IT Services individual teams and across the Division The managers of the above groups and the Director constitute the Senior Management Team. In addition, there is a Communications function and a Professional Development Group working across the whole of IT Services: Communications To inform, explain and engage to help provide appropriate services and embed high standards of customer service; to develop IT Services external relationships and improve the culture of the organisation through a considered approach to internal communications Professional Development To set out a strategic training and development framework for IT Services staff and to initiate and promote appropriate training and development activities Appendix C provides a more detailed description of the purpose and aims of each group.

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Planning for the Future: Strategic Objectives and Actions

This section sets the strategic objectives for IT Services and highlights some key actions. The Plan as a whole and this section in particular, will be used as the basis of further discussion with IT Services staff and with key stakeholders.

Objective 1

IT Services and the University

We will engage proactively with our many stakeholders throughout the University so that we understand their needs and can work collaboratively with them to provide, develop and procure appropriate solutions. IT Services plans will be aligned with University vision and objectives for education, teaching and learning, research and enterprise, and efficient and effective business processes. Action 1.1 Establishment of a Senior User and Process Improvement Group with a good cross section of representation including education, research, professional services, staff and students. Lead: Director of IT Services Priority: 2 Timescale: The Group held its first meeting in June 2011 and meets termly. See: http://www.bris.ac.uk/it-services/about/what/it-services-sug/ Action 1.2 Stakeholder engagement so that we are best able to make benefit of our many contacts both internal and external; key stakeholders will be invited to talk about their strategies so that we may develop a shared view of how IT Services can bring benefits. Notable stakeholders are: Pro Vice Chancellors for Education and Research, Deans, the Registrar/Chief Operating Officer and heads of Support Services. However, the list of stakeholders is lengthy and should not be misconstrued as just senior management. In a community of 20,000+, all of whom need IT Services, everyone has a valid perspective. Lead: Director, Communications Officer, Senior Management Team (SMT), IT Services Managers and others Priority: 1 Timescale: this is an on-going activity. An account management programme has been set up to provide each faculty and Support Services with a designated contact on the Senior Management Team.

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Objective 2

Education and the Student Experience

We will invest in facilities, training, technology and services for students and will support the University in its aim to attract and retain academically gifted and highly motivated students from a diverse range of backgrounds. Action 2.1 Enhance technology provision in student teaching and learning spaces

We will work with Learning Facilities Management (Estates) to review existing provision and develop, as appropriate, business case(s) for new and improved facilities Lead: Service Delivery, with Infrastructure group and Learning Facilities Management Priority: 1 Timescale: October 2012 Action 2.2 Review of provision for student computer rooms.

Production of a plan for renewal and improvement of facilities and access, with particular emphasis on accommodating increased student numbers Lead: Infrastructure Priority: 2 Timescale: Review during 2011/12 Action 2.3 Introduction of a new email service for students, staff and alumni

Students will have access to the Google email service with significantly more storage capacity than previously possible. They will be able to keep their email accounts for life, fostering a continuing relationship between the University and its alumni. Lead: Infrastructure Priority: 2 Timescale: Googlemail available for new students October 2011, other students and pilot for staff to follow in 2012 Action 2.4 Lecture Capture

The Universitys Education Committee has agreed that a business case should be developed for provision of a lecture recording service. This is a key requirement of the Universitys Learning & Teaching and IT strategies. Lead: R&D/ILRT and Director, with PVC (Education & Students) and Education Committee Priority: 1 Timescale: Stage 0 Business Case approved April 2012; stage 1 case to follow Action 2.5 Provision of complete wireless coverage

To include study bedrooms and communal areas in all University-owned student residences. We will develop a business plan to extend and complete wireless coverage across all university buildings on the precinct, thus enhancing student learning and group working. 24 April 2012 9 Version 1.7

Lead: Infrastructure Priority: 2 Timescale: 90% coverage by July 2012; further coverage as opportunity arises. Action 2.6 Education development programme

We will work with staff in Academic Registry, Planning & Strategic Projects, Faculties and Schools to implement new systems to support education and student related processes. Some examples of these are as follows: On-line unit registration: introduction of a process to make it easier for students to make and review their selections. There will be a single shared system to collect, process and manage student unit choices, available to view for all staff and students as appropriate. Timescale: pilot in 2011/12, with full roll-out in the next year. Integrated e-Learning Services (Blackboard): deployment of new Content and Community systems; wider use of e-Reserves Timescale: roll-out continues through 2011/12 SITS Improvement Programme: this includes enhancements to processing of fees, funding, progression, programme transfers and awards and many other aspects of student administrative support processes. Timescale: 2012 will be the second year of the SITS improvement programme and further work is planned into 2013 Lead: Systems Development Priority: 1

Objective 3

Research and Enterprise

We will provide services and systems to enhance the Universitys research environment and infrastructure that will help the University to attract and retain the highest quality researchers and postgraduate research students. Action 3.1 Provision of High Performance Computing facilities to support research

IT Services, under the auspices of the High Performance Computing (HPC) Advanced Computing Research Centre, already provides the BlueCrystal HPC facility to enable computationally intensive research projects to be undertaken at Bristol. Demand for HPC facilities is increasing rapidly and so we are planning to replace BlueCrystal and its associated development systems by the beginning of 2013. Lead: HPC working with the Universitys academic HPC Executive Priority: 1 Timescale: Requirements specification by July 2012, system in place January 2013.

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Action 3.2

Introduction of research data management policies

The BluePeta petascale research data storage facility came into service during 2011 to complement BlueCrystal and provides high volume data storage for research groups throughout the University. Data management policies are being developed by the Research Data Storage and Management Board, in line with requirements from research councils and other funders. The data.bris project, funded under the JISC Research Data Management Programme, will pilot a research data repository service in the Faculty of Arts. Leads: HPC/ACRC working with the Research Data Storage and Management Board R&D/ILRT on the data.bris project Priority: 2 Timescale: Research Councils require Policy by May 2012 to be fully effective by 2014; data.bris project runs from October 2011 to March 2013 Action 3.3 Strategic alignment of R&D activities with University key objectives

The IT Services research and development group (R&D/ILRT) will play a leading role in developing links and partnerships with academic departments, contributing specialist expertise to research proposals and identifying new opportunities consistent with University and IT Strategies. Lead: R&D/ILRT Priority: 2 Timescale: On-going Action 3.4 Development of specialist skills to enhance research

The HPC Group will work with academic staff and others to promote the development of specialist skills which will enable best possible exploitation of technology to support research. Notable examples are data management skills (see action 3.2) and scientific programming (relates to action 3.1). This will aim to build institutional capacity and address existing skills gaps. Lead: HPC, working with Research Data Storage and Management Board and HPC Executive; this also relates to the data.bris project, led by R&D/ILRT. Priority: 3 Timescale: TBA Action 3.5 Procurement & implementation of a Research Information System

The Systems Development Group is working with Research and Enterprise Development (RED) to implement the new system, Pure, which has been purchased from Atira. This will provide a consolidated view of research activities and outputs across the University. Lead: Systems Development working with RED Priority: 1 Timescale: implementation by June 2012

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Action 3.6 Identification, promotion and implementation of support and (IT) governance for research and education projects R&D/ILRT currently offers technical advice to the Arts Faculty on IT elements of research projects on a pilot basis, particularly at the proposal development stage. Web and new media (PRO), RED, HPC and zone teams are also sources of advice and support. We have identified a need for researchers to be offered a clearer and more joined-up research support service, drawing on expertise and resource from various support process areas, to identify gaps in current provision and estimate need, and to develop workflow and decisionmaking processes for the IT governance elements of research support. Lead: R&D/ILRT, working closely with IT SMT, Services Manager, Zone teams, RED, PRO and relevant faculty structures Priority: 2 Timescale: Intelligence gathering November 2011-May 2012; implementation planning AprilJuly 2012

Objective 4

Business and Administrative Processes

We will provide systems to underpin effective business and administrative processes for academic and support staff and for students Action 4.1 Development of an information technology architecture and plan

This will be our Enterprise Architecture, built on the needs of the University as presented by our stakeholders and enshrined in University strategies and plans. Lead: Systems Development, Enterprise Architect Priority: 1 Timescale: Initial development over period to summer 2013; then further iterations. Action 4.2 Establishment of a systems development roadmap

We will work with the Head of Strategic Projects and her team to set out plans for development of University corporate systems. These developments will be agreed and prioritised by relevant programme boards and overseen by the Portfolio Executive to ensure effective prioritisation and decision making. Lead: Systems Development, working with Strategic Projects and many others Priority: 1 Timescale: Systems Roadmap exists & is developed on an on-going basis For more on the Portfolio Executive please see: http://www.bris.ac.uk/planning/programmesandprojects/portfolioexecutive/ Examples of planned systems include (this list is by no means exhaustive): Education Development Programme (see earlier) Implementation of a Research Information System (see earlier)

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Developing a web module to support the selection and rating of outputs for the mock REF exercise, in preparation for REF2014. Installation of a new estates management system, to support facilities management, space planning and maintenance. Developing a robust reporting system, to provide: a new set of financial reports for school/division level and for individual budget holders; Integration of financial, HR, student and other data to provide research activity information; improvements to the provision of accessible and accurate student information. Rolling out a new Web Content Management System Develop systems, more quickly and effectively

Action 4.3

The Systems Programme, defined by the systems development roadmap (see above) is very broad and sets out plans for some very substantial developments. We are reviewing systems development governance and aim to make optimum use of precious but finite resource, drawn from systems development, R&D/ILRT, trusted third parties and suppliers. Lead: Systems Development Priority: 2 Timescale: On-going Action 4.4 Rationalise local, school-based IT systems

The Portfolio Executive and UPARC approved a Local Systems Development Policy in 2010/11. Moves to new structures, particularly for IT Services, highlight the existence of local systems (and associated local processes and working practices) in faculties and departments. The Local Systems Development Policy says that existing systems should be evaluated to identify best practice which might be adopted more widely. The Policy is intended to ensure that new local systems are not developed in isolation but that new requirements, when they arise, are considered properly for strategic fit with University objectives in consultation with relevant Process Owners, Programme Boards and the Portfolio Executive. Leads: Systems Development and Service Delivery, working with relevant programme managers to develop a Local Systems Roadmap Priority: 2 Timescale: Initial Local Systems Roadmap to be agreed by January 2013 Action 4.5 Improving productivity: new communication and collaboration tools

The Google email service was introduced for new students registering for 2011/12 and this service will be extended to existing students and to all staff. Subsequently development will see introduction of the Google Calendar service for all staff. Other possible developments of communication and collaboration tools are likely to include a video conferencing service as well as smart phone / tablet clinics to provide better support on mobile technologies Lead: Infrastructure Priority: 2 24 April 2012 13 Version 1.7

Timescale: Googlemail available for new students October 2011; all other students and staff to follow during 2012 Action 4.6 Establishment of common processes for deployment of desktops

Prior to the formation of IT Services there was a variety of approaches to installation of desktop computers. The Managed Desktop project will develop common, standard approaches, initially for deployment of PCs, but will also consider other desktops such as thin clients, Macs and Linux workstations. Although Windows will continue to be the standard desktop platform, the demand for Mac support will persist, especially amongst laptop users, and a way of meeting this demand needs to be identified. Lead: Programme Group, working with Infrastructure and Service Delivery Priority: 2 Timescale: Project initiated during 2011; common standard approaches for PCs implemented in 2012; Macs and Linux, 2013 onwards. Action 4.7 Develop a data storage and information management policy

Develop a data storage and information management policy setting out guidance for members of the University on how and where University data (education-related, research, corporate, departmental) plus personal data should be managed and stored. This will lead on to provision of appropriate file storage facilities and systems. Lead: Director to provide strategic lead and develop an initial business case, supported by HPC (research data), Infrastructure (proving general file stores) and Service Delivery (providing user support and training) Priority: 3 Timescale: Stage 0 business case approved March 2012; stage 1 case to follow by Autumn 2012. Action 4.8 Development of a strategy for Mobile IT

Development of strategy to provide guidance and support for users of mobile devices such as laptops, tablets and smartphones and to assist them with access to University information, tools and resources. Lead: Infrastructure Priority: 2 Timescale: Mobile device support clinics for staff, and new support website, launched April 2012. Action 4.9 Establishment of a video conference support service

The initial focus is to review existing video conferencing and access grid facilities and to set out a sustainable support model. Leads: Infrastructure, Service Delivery & Administrative Resource Priority: 3 Timescale: by January 2013.

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Action 4.10

Development of a strategy for telephony

Development of a strategy for telephone services, including the long-term plans for replacement of the existing infrastructure. Lead: Infrastructure Priority: 3 Timescale: by Summer 2013.

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Objective 5

Flexibility, Agility and Responsiveness: IT Services Organisational Development

In order to meet the Universitys needs we must have a flexible, agile and responsive IT Services. We will ensure that IT Services is well organised and managed to make best use of available resources, and to develop new, agile, working practices. We will establish effective processes for planning and governance of all IT Services activities. Action 5.1 Establish a Professional Development programme & framework

Create effective staff/professional development processes, allied to a professional career development framework. This will include planning for both technical and management training, identification of training needs to remove single points of failure, and the establishment of effective staff review procedures. Lead: Professional Development Group Priority: 2 Timescale: A skills audit pro forma has been agreed; skills audits to be completed, timing as appropriate for each team but aiming for completion by Autumn 2012. Action 5.2 Establish effective administrative support processes

Establish well found administrative support functions for the management of IT Services: HR; financial management of income, expenditure, staff, non-staff, capital, etc.; health and safety and building/facilities management. All of the above will be achieved working with other professional support services. We will eliminate single points of failure by team building and knowledge sharing. Lead: Administration Resources Manager, working with other support services contacts Priority: 2 Timescale: Initial organisation is in place but more work needs to be done to fully establish new working arrangements. Action 5.3 resilience. Establish infrastructure plan to work towards increases in reliability and

Ensure development of infrastructure is consistent with plans for other areas and systems programme priorities; development of network, server, and data capacity planning. Planning will include: Establishing automatic build processes for Unix servers to enable efficient management of large numbers of systems Standardisation of server platforms and a reduction in the number of different operating systems Review of existing data centres and an evaluation of the risks presented by them. Development of a plan for refurbishment and creation of new data centres. 16 Version 1.7

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Development of a dedicated hardware test environment

Lead: Infrastructure Priority: 1 Timescale: ICT Infrastructure Programme already in place to be refined as above Action 5.4 Establish effective processes for compliance and risk management

We will review our approach and policies for specific areas of compliance and new and revised policies will be presented for approval to the new Information Security, Identity & Access Management Board. Leads on specific policy areas are: Information Security Information Security Manager Software Licensing Identity & Software Licensing Manager Identity Management Identity & Software Licensing Manager Business Continuity Assistant Director, Infrastructure Risk Management for IT Services Director of IT Services Priority: 2 to 3 depending on policy Timescale: Above policies to be reviewed by October 2012 Action 5.5 Develop clear definitions of the services we provide

This will require participative consultation with stakeholders in production of a Service Catalogue and Service Level Agreements. We will create a (non-bureaucratic) framework for establishing metrics and KPIs for measuring and reporting on all our activities so that we may be accountable to our stakeholders and foster a positive culture of continuous improvement. Above all, we must be able to demonstrate how we provide good value to the University. Lead: Programme Group Priority: 2 Timescale: Initial SLAs to be in place by 1/5/12;initial metric/KPI framework to be agreed and in place by 1/9/12. Action 5.6 Introduction of new IT support processes

This is particularly focused on the Service Desk and Zonal teams but all areas are involved in end-to-end service delivery processes. Lead: Service Delivery but all service providers have interest. Priority: 1 Timescale: Service Desk and Zonal Teams are now in place but further work is on-going to refine and improve support processes Action 5.7 Introduction of ITIL IT Service Management

Service Desk and Incident Management process were introduced in April 2011. All IT staff are attending ITIL training, with some taking ITIL certification. New support processes were 24 April 2012 17 Version 1.7

in place by August 2011, including measurement and monitoring to enable refinement and continual improvement. Change Management, and Configuration and Asset Management, were introduced in September 2011. Lead: Programme Group Priority: 2 Timescale: Service Desk, Incident, Change, Configuration and Asset management processes in place, further processes to follow Action 5.8 Establish effective business and budget planning for IT Services

The creation and agreement of this Plan is an important and inherent part of the process of planning for the future of IT Services, aligning with University objectives and requirements. This will naturally lead into the budget planning process as we identify our key activities, resource requirements and income generation opportunities. Careful planning will be needed to match the resources available to the services we provide, and the way we provide them. Lead: Director & SMT working with key stakeholders and with the Finance Director Timescale: Budget submission and drivers defined by January 2012. Priority: 1 Action 5.9 Establishment of effective communication with users & customers

We will ensure we have good and effective communications channels with all our users/customers and stakeholders. Lead: Communications Manager Priority: 1 Timescale: Communication strategy is in place but needs promotion Action 5.10 Establishment of internal communications mechanisms

We will build good internal communication channels within IT Service to promote knowledge sharing and inter-team working so that all our staff are able to work cooperatively and collaboratively. Specific activities might include staff meetings, cross team meetings and visits to see and understand the work of other teams, on-line information resources and newsletters. Lead: Communications, working with Managers and many other members of IT Service staff Priority: 2 Timescale: Initial communications channels are in place, such as the IT Services intranet and regular news reports, but more needs to be done to facilitate knowledge sharing. Action 5.11 Define and establish process for IT provision in new buildings

All University buildings are networked and many will house specialist IT equipment. As new buildings are planned and constructed and existing building are re-furbished there should be close working with Estates, Capital Projects and other staff to ensure that appropriate provision is made for IT facilities. 24 April 2012 18 Version 1.7

Lead: Infrastructure, working with Estates Priority: 3 Timescale: Process to be defined and agreed during 2011/12 Action 5.12 Establish policies and processes for identity management.

Establish clear, consistent policies and effective processes for administration and management of membership of the University and its associates. Lead: Identity Manager Priority: 1 Timescale: Membership Management project is underway; procurement is complete and it is intended to implement new system in 2012/13.

Objective 6

External Engagement

We will engage with the wider world, including national and regional bodies, to build shared understanding, to seek out opportunities for collaboration with our peers, and to exploit opportunities for income generation.

Action 6.1

Technology watch

We will map our external drivers, influences and contacts. We will ensure by our research and development activities as well as through personal networking, that we are well versed on all external drivers and plugged into changes in technology and well placed to capitalize on opportunities. Lead: R&D/ILRT and HPC Priority: 3 Timescale: This is an on-going activity. Action 6.2 External Collaboration

We will identify and pursue beneficial opportunities for collaboration and sharing of activities with other our peer organisations, such as other universities. We will seek out opportunities for sharing costs, e.g. with other HEIs, and for income generation from selling our services to others. Lead: Director, R&D/ILRT, HPC Priority: 3. Timescale: This is an on-going activity Action 6.3 Income generation

We will seek out opportunities to generate income and sell our expertise and services externally (and internally too) where this fits well with IT Services and University objectives. A particular example is Bristol Online Surveys (BOS):http://www.bris.ac.uk/ilrt/people/project/774 24 April 2012 19 Version 1.7

A new Bid Management group has been created in R&D/ILRT to coordinate project bids to funding calls from JISC and other bodies and organisations. Lead: Director R&D/ILRT. Priority: 2. Timescale: On-going. Action 6.4 Marketing IT Services

Our aspiration is that IT Services is recognised beyond the University of Bristol as an exemplary provider of IT services, development and innovation. As the organisation matures and becomes well established we will aim to develop a wider national profile, building on our successes as well as on our good work to date (such as in R&D/ILRT and HPC). Lead: Communications, R&D/ILRT Priority: 3 Timescale: On-going. Action 6.5 Public Engagement and Outreach

We will seek opportunities to support the University in its aim to create the Engaged University and its priorities: support and promote dialogue between staff/students and the public; play a leading role in setting the national agenda on public engagement in higher education; respond positively to community needs; play a positive role in the affairs of the city, region and nation; nurture relationships with alumni and other friends of the University; behave responsibly as an institution. Lead: Communications, R&D/ILRT Priority: 3 Timescale: On-going.

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APPENDIX A: Plan Overview

This appendix shows the plan in a Gantt chart style.

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Objective 1

IT Services and the University

We will engage proactively with our many stakeholders throughout the University so that we understand their needs and can work collaboratively with them to provide, develop and procure appropriate solutions. IT Services plans will be aligned with University vision and objectives for education, teaching and learning, research and enterprise, and efficient and effective business processes.
Priority Objective 1.2 Stakeholder engagement - so that we are best able to make benefit of our many contacts both internal and external; key stakeholders will be invited to talk about their strategies so that we may develop a shared view of how IT Services can bring benefits. Notable stakeholders are: Pro Vice Chancellors for Education and Research, Deans, the Registrar/Chief Operating Officer and heads of Support Services. However, the list of stakeholders is lengthy and should not be misconstrued as "just senior management". In a community of 20,000+, all of whom need IT Services, everyone has a valid perspective. Lead 2011-12 2012-13 2013 and beyond

Director

Senior User and Process Improvement Group established Annual Report Annual Report Review effectiveness Annual Report Refine and improve account management

Setup Account Management Programme to provide Director / each faculty and Support Services with a designated Service Delivery? Senior Management Team contact

Ongoing account management; Faculty IT committee meetings Surveys: student (2014), staff (2015)

Service Delivery

Student IT survey

Staff IT survey

Communications activities: newsletters, blogs, e-mails, etc. Service Delivery Customer feedback, phone surveys, etc. Support Services Conference HPC HPC users impact and requirements annual survey Support Services Conference HPC users impact and requirements annual survey Support Services Conference HPC users impact and requirements annual survey

4.1Development of an information technology architecture and plan

Systems Development

Define and develop enterprise architecture

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Objective 2

Education and the Student Experience

We will invest in facilities, training, technology and services for students and will support the University in its aim to attract and retain academically gifted and highly motivated students from a diverse range of backgrounds.
Priority Objective Lead 2011-12 Review existing provision and produce business case Raise profile and improve publicity of existing facilities 2012-13 2013 and beyond Development of provision for new and updated teaching/learning spaces

1
2.1 / 2.2 Enhanced provision of spaces and technology for student teaching and learning, with particular emphasis on accommodating increased student numbers.

Service Delivery / Infrastructure

Get buy-in from departments for wider use of facilities. Coordinate with Space Management. Start of session Update and add facilities for increased student numbers Start of session

Update and add facilities for increased student numbers Extend Student Laptop Clinic to 5 days / week.

Search for better location for Student Laptop Clinic 2.3 New e-mail service for staff, students and alumni. 2.4 Provide a service for recording and playback of lectures aligned to Technology Enhanced Learning Strategy 2.5 Extend wireless coverage for student rooms and communal spaces in all residences. E-mail for new students

Infrastructure

Roll-out e-mail to remaining students. Produce Stage 0 Business Case Produce Stage 1 Business Case

R&D/ILRT

Develop service

Implement service

Infrastructure

Wireless coverage extended to 90%

Extend wireless coverage further when opportunity arises

UG CRM for applicants live Whole UG/PG CRM live for enquiries and applicants Pilot paperless admissions 2.6 Education Development Programme. Unit marks to decimal place in SITS Systems Development Mobile enabled access for Blackboard Withdrawals, suspensions and transfers made live Roll out PGR fund manager

Implement new systems to support education and student related processes.

Organisation in Blackboard for extra-curricular activities Alerts for activities/info sent from Blackboard VIP web pages for PG launch Automated progression process and year end streamlined Student Accounting module made live

PG prospectus request web page published e-reserve for Law Automated mark calculation in SITS

Common timetabling project closed SITS infrastructure load balancing Automated modular fee charging Online unit registration pilot Online unit registration roll-out

Academic staff timetables in Calendar Issue 1.7, 11/05/2012

Objective 3 (1)

Research and Enterprise

We will provide services and systems to enhance the University's research environment and infrastructure that will help the University to attract and retain the highest quality researchers and postgraduate research students.
Priority Objective 3.1 Provision of High Performance Computing facilities to support research The BlueCrystal HPC facility enables computationally intensive research projects to be undertaken at Bristol. Demand for HPC facilities is increasing rapidly and so we intend to replace BlueCrystal and its associated development systems by beginning of 2013. 3.2 Introduce research data management policies The BluePeta petascale research data storage facility complements BlueCrystal with high volume data storage for research groups. Data management policies are being developed by the Research Data Storage and Management Board, in line with requirements from research councils and other funders. 3.4 Development of specialist skills to enhance research Work with academic staff et al to promote the development of specialist skills which will enable best possible exploitation of technology to support research. Notable examples are data management skills and scientific programming.. This will aim to build institutional capacity and address existing skills gaps. 3.5 Research Development Programme Provide a consolidated view of research activities and outputs across the University. The Systems Development Group is working with RED to implement the new research information system, Pure, which has been purchased from Atira. Lead 2011-12 Produce requirements specification for replacement of BlueCrystal 2012-13 Procure replacement BlueCrystal Install replacement of BlueCrystal 2013 and beyond

HPC

HPC

Develop data storage policy Develop data management policy and roadmap for compliance with research funders policies Implementation of policy and compliance

Pilot a research data repository service in the Faculty of Arts (data.bris project)

HPC

Develop business case for ongoing development of professional advanced computing support staff UK e-Infrastructure Programme Development of Southern England HPC consortium Southern England HPC consortium, possible extension -> 2015

Systems Development

RIS Contract awarded RIS development RIS phase 1 launch RIS Advanced PurePortal development Rollout Ethics Online Tool to ethics committees

Issue 1.7, 11/05/2012

Objective 3 (2)

Research and Enterprise

We will provide services and systems to enhance the University's research environment and infrastructure that will help the University to attract and retain the highest quality researchers and postgraduate research students.
Priority Objective 3.3 Strategic alignment of R&D with University key objectives R&D/ILRT will play a leading role in developing links and partnerships with academic departments, contributing specialist expertise to research proposals and identifying new opportunities consistent with University and IT Strategies. 3.6 Identification, promotion and implementation of support and (IT) governance for research and education projects R&D/ILRT currently offers technical advice to the Arts Faculty on IT elements of research projects on a pilot basis, particularly at the proposal development stage. Web and new media (PRO), RED, HPC and zone teams are also sources of advice and support. We have identified a need for researchers to be offered a clearer and more joined-up 'research support service', drawing on expertise and resource from various support process areas, to identify gaps in current provision and estimate need, and to develop workflow and decision-making processes for the IT governance elements of research support. Lead 2011-12 Establish role of digital support adviser in Faculty of Arts R&D/ILRT Secure additional funding Develop data repository service Develop business case for data repository service Expand number of academic partners Intelligence gathering 2012-13 2013 and beyond

Implementation planning

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Objective 4 (1)

Business and Administrative Processes

We will provide systems to underpin effective business and administrative processes for academic and support staff and for students
Priority Objective 4.2/4.3 Make optimum use of systems development resources Lead Systems Development 2011-12 Systems development roadmap established Review sysdev organisation and propose and plan changes Support the development of a local systems roadmap 2012-13 2013 and beyond

4.4 Rationalise local school-based IT systems

Systems Development

Support migration to University systems

1
4.5 Improving productivity: new communication and collaboration tools

Infrastructure

Roll-out e-mail and calendar to staff.

Communications and change management activities to promote calendar take-up and acceptance of new e-mail system Create standard build mechanism Viglen start delivering pre-built PCs

4.6 Establishment of common processes for deployment of desktops

Programme

Standardise Active Directory and software deployment Standardise processes and procedures Mac/Linux investigation Procurement Business Case (level 0) Business Case (level 1) Implementation

4.7 Data storage and information strategy, setting out guidance on how and where University data (educationrelated, research, corporate, departmental) plus personal data should be managed and stored. This will lead on to provision of appropriate file storage facilities and systems.

Director; supported by Infrastructure, HPC, and Service Delivery

2
4.8 Mobile IT device support strategy

Infrastructure

Staff resource identified Support forum set up New support website

Mobile device clinics for staff launched

4.9 Videoconference support service

Infrastructure

Define VC support process and implement Produce plan for long-term replacement of existing infrastructure 2014-15 replacement of exchanges

4.10 Telephony strategy, including longterm plans for replacement of existing infrastructure.

Infrastructure

Rationalise and improve processes

Produce plan for telephony for new builds (e.g. Biosciences)

Develop strategy

Issue 1.7, 11/05/2012

Objective 4 (2)

Business and Administrative Processes

We will provide systems to underpin effective business and administrative processes for academic and support staff and for students
Priority Objective Finance Development Programme. Implement systems to support Finance processes. Lead Systems Development 2011-12 2012-13 2013 and beyond

Proactis developments: edit & match facilities; purchasing card and card transactions processed Proactis/CAFM integration CODA XL replaces CODA Budgets New system for external expenses and fee claims Implement SITS Student Accounting Module to facilitate effective collection of fees

Estates Systems Programme. Implement systems to support Estates processes.

Systems Development

CAFM installation, testing and integration

HR Systems Programme. Implement systems to support HR processes.

Systems Development

Online UoB jobs, recruitment, selection and appointment

Reporting and Management Information Programme. Implement systems to support reporting and management information.

Systems Development

Release departmental HF finance reports Finance security matrix added to warehouse Additional finance data placed in warehouse Release research finance reports Release Accommodation Office reports Release Exam Board reports ORCA data available Create and view management reports through Business Objects Develop finance dashboards Complete build of Student Warehouse and first reports Reports linking Finance, HR and Student Systems data Management accounts financial statements Release HR Universe and first reports

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Objective 5 (1) Flexibility, Agility and Responsiveness: IT Services Organisational Development

In order to meet the University's needs we must have a flexible, agile and responsive IT Services. We will ensure that IT Services is well organised and managed to make best use of available resources, and to develop new, agile, working practices. We will establish effective processes for planning and governance of all IT Services activities.
Priority Organisation Objective Lead 2011-12 2012-13 2013 and beyond

5.2 Establish effective administrative support processes

Admin

Analyse activities and reassign tasks

Review task assignment trial

Review admin support across teams to identify inefficiencies

Establish monitoring and management framework for Health & Safety across IT Services locations Director Develop budget for 2012/13 Develop budget for 2013/14 Develop budget for 2014/15

5.8 Establish effective business and budget planning for IT Services

Staff Development

5.1 Establish a Professional Development programme & framework

Prof Dev

Carry out skills audits and staff profiling Devise induction for new staff Staff review and development Job and individual-specific training; Friday tech talks Manager Development Programme (1st cohort) Delivering Excellent Service ITIL Overview and Foundation IT Staff Conference IT Staff Conference IT Staff Conference Manager Development Programme (2nd cohort)

Infrastructure 5.3 Establish infrastructure plan to increase reliability and resilience.

Infrastructure

Jermyn review of business continuity

Implementation of review recommendations Construct case for 2nd data centre Procurement Implementation

Short-term work to improve resilience Complete set of policies reviewed by Info Security, Identity & Access Management Boards Core policies reviewed by Audit Committee Set up directory for software distribution and management Investigation and audit of software packages Review Risk Register Review Risk Register Review Risk Register Issue 1.7, 11/05/2012

Compliance and Risk Management

Develop info security policies Service Delivery

2/3

5.4 Establish effective processes for compliance and risk management

Objective 5 (2) Flexibility, Agility and Responsiveness: IT Services Organisational Development

In order to meet the University's needs we must have a flexible, agile and responsive IT Services. We will ensure that IT Services is well organised and managed to make best use of available resources, and to develop new, agile, working practices. We will establish effective processes for planning and governance of all IT Services activities.
Priority Objective Lead 2011-12 2012-13 2013 and beyond

Service Management

2 1/2 1 2 2 1

5.5 Develop clear definitions of the services we provide 5.6/5.7 Introduce new IT support processes and ITIL 5.9 Establish effective communication with users & customers 5.10 Establish internal communications mechanisms 5.11 Define and establish process for IT provision in office moves and refurbishments 5.12 Establish policies and processes for identity management

Programme

Implement service catalogue Define SLAs Implement change/ config mgt Implement problem mgt Implement CSI programme

Establish method for costing services

Programme

Service Delivery Service Delivery

Promote communications strategy

Knowledge management, self-help

Knowledge management, intranet Define and agree process with Estates Tender for new identity management system Select implementation partner Decide on Implement single identity database; reorganise handling of honorary staff; supplier migrate existing interfaces for Active Directory, LDAP, email, Ucard. Migrate existing interfaces for Blackboard, Library et al.

Infrastructure

Service Delivery

Decommission existing registration database

Issue 1.7, 11/05/2012

APPENDIX B: Summary of Deliverables

This appendix contains a summary of deliverables for each major objective, according to timescale.

Education and the Student Experience

This year:

Student Laptop Clinic extended to 5 days a week. Google mail provided for all new students Google Apps provided for all students Improvements to teaching/learning spaces Wireless coverage extended to cover 90% of student rooms and communal spaces in halls of residence. Mobile enabled access for Blackboard. Blackboard Mobile Learn allows staff and students access to their teaching and learning materials on Blackboard whenever and wherever they are through their mobile device. Blackboard Mobile is available in native mobile applications for most popular mobile platforms including Android, iPhone, iPod touch, iPad and BlackBerry Other changes to Blackboard:

searchable course, institution and personal content areas ability to drag and drop files into these content areas quicker and easier access to the Grade Centre for markers easy embedding of YouTube videos and Flickr photos improved course archiving and rollover "Organisations" allowing Blackboard functionality to be used in a variety of contexts e.g. student clubs or societies

New system for handling prospective student enquiries and applications Automated progression process and year end simplified Enhancements to SITS

Automated mark calculation, and unit marks to decimal place Infrastructure load balancing

Pilot of on-line unit registration

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Academic staff timetables in Calendar

2012-13:

Further improvements to teaching/learning spaces to support increased student numbers Development of service for recording and playback of lectures Wireless coverage extended as opportunities arise Pilot of paperless admissions Student Accounting Module launched

2013 and beyond:

Further improvements to teaching/learning spaces to support increased student numbers Launch of service for recording and playback of lectures

Research and Enterprise

This year:

Development of a new Research Information System Development of data repository service Rollout of Ethics Online Tool for use by ethics committees

2012-13:

Installation of the replacement for BlueCrystal Launch of a new Research Information System

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Business and Administrative Processes

This year:

Start roll-out of Google email to staff Launch of mobile device clinics for staff Standardisation of PC deployment processes to improve speed of delivery and reliability Finance Development Programme

Edit and match facilities in Proactis; purchasing card and card transactions processed CODA Budgets replaced by CODA XL SITS Student Accounting Module implemented to facilitate effective fees collection New system for external expenses and fee claims

Estates Systems Programme

Start of CAFM installation

Reporting and Management Information

New financial reporting facilities and dashboards Create and view management reports through Business Objects Accommodation Office reports Exam Board reports

2012-13:

Roll-out of Google email and calendar to all staff Implementation of new data storage facility Launch of a new Research Information System Reports linking Finance, HR and Student Systems data New jobs and recruitment system

2013 and beyond: Replacement of telephone exchanges (from 2014)

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Flexibility, Agility and Responsiveness: IT Services Organisational Development

This year:

Implementation of service management processes for change, configuration, and problem Construction of Continual Service Improvement programme Service catalogue Manager Development Programme (1st cohort) Benchmarking

2012-13:

Service Level Agreements Knowledge Management and self-help Implementation of business continuity review recommendations

New information security policies

Procurement of 2nd data centre Manager Development Programme (2nd cohort) New identity management

2013 and beyond: Implementation of 2nd data centre

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APPENDIX C: Groups in IT Services purpose and objectives

Service Delivery
Shorthand version - To be the eyes, ears and mouth of IT Services 1. Enhance the productivity of University students and staff by providing them with access to those IT services they need for their work 2. Deliver professional IT support that becomes recognised as good practice in UK HE 3. Engage with academics, support staff and students to understand the IT needs, work, aspirations and strategy of Schools and Divisions 4. Influence local IT strategy within the context of the Universitys IT strategy and wider aims 5. Share knowledge, skills, policy ideas and project time with other colleagues and teams 6. Communicate to staff and students IT Services purpose, plans, core services and service availability 7. Strive to ensure that IT solutions comply with legislation, good practice and University policies 8. Identify where efficiency gains can be made, and at which organisational level, through process or technology change 9. Monitor services and systems to maintain business continuity 10. Recognise the Service Desk as the key stone of IT Services in order to deliver the most efficient and effective service 11. Build teams of staff with the skills, attitudes and capabilities to provide a flexible, resilient and proactive service

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Systems Development
The overall purpose of the Systems Development group, is to take responsibility for the coordination and delivery of IT systems (web, applications, databases and middleware), to enable University processes and activities, and which are in support of the University's key drivers. In order to deliver this overall purpose, Systems Development will: 1. Organise itself in order to effectively deliver IT systems for the University. This should include taking advantage of opportunities for inter-working with other areas of IT Services. 2. Develop its staff individually to build the future required organisation and provide opportunity for staff to progress their careers. 3. Investigate supplementary resourcing options, such as increased use of R&D staff, suppliers, trusted 3rd-parties and also skills sharing with other Universities, resulting in the delivery of IT systems in an efficient, flexible, and responsive manner. 4. Pursue potential opportunities brought about by trends in systems development, including new technologies, shared services, Cloud, and etc. 5. Work closely with the Strategic Projects office, users, IT Services colleagues and suppliers, to create the required dialogue, resulting in the alignment of University business needs with IT systems and infrastructure (an Enterprise Architecture approach), such that the most appropriate IT system solutions are chosen. 6. Operate within, and contribute to the development of a clear IT governance framework, such that decisions about priority are made in a formal and transparent manner, and which can support local innovation whilst recognising the need for effective corporate systems. 7. Conduct effective systems development processes, and cooperate and collaborate with IPS and other IT Services staff, to maximise the efficient and effective delivery of IT systems. 8. Take a service-based approach to systems development and operation, such that service level agreements are fulfilled. 9. Working closely with Strategic Projects and IT Services colleagues, lead on the delivery of IT systems to support the University's systems programme.

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Infrastructure
The Infrastructure Group provides the underlying IT platforms which keep the University running. The group provides the underlying networks, servers and other platforms on which IT at Bristol is built. Customers include other IT Services groups, who develop applications and services on these platforms, but also all staff and students within the University, who use email, wireless, telephony, and other infrastructure services. Specific responsibilities include: 1. 2. 3. 4. 5. 6. 7. Networks, wireless & telephony Mobile IT & remote access Communications & collaboration tools Provisioning of desktop computers and applications Data storage, backups and management Server platforms & virtualisation Business continuity & data centres

In a sense the Infrastructure Group should be invisible from the point of view of users, good infrastructure should just work. This is a carefully crafted illusion below the surface expert staff apply their knowledge to build highly resilient and reliable systems. The group constantly develops our infrastructure, providing new technologies to enhance staff productivity and student satisfaction. Technologies such as the mobile phone and the Internet now pervade our lives and our work in ways unrecognisable 20 years ago. The changes in the next 10 years will be as dramatic. It is essential to Bristols success as a global university that we build the technology platforms to take advantage of this.

Service Delivery Systems Development HPC R&D

Infrastructure

The Infrastructure Group provides the foundations for the other groups within IT Services IT Infrastructure a solid foundation, constantly reinvented

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High Performance Computing

Purpose: To underpin the development of the University of Bristol into an internationally-leading Centre of Excellence for Advanced Research Computation by 1. Delivering leading edge, high-performance but stable hardware and software platforms 2. Using best of breed practices and enterprise grade solutions wherever possible 3. Horizon scanning for new innovations in software, hardware and scientific computing and data curation methodologies 4. Actively involving academic staff in our processes and policy development 5. Building vibrant collaborative communities among University HPC & data processing researchers 6. Reaching out to new communities and encouraging participation 7. Raising the profile of the Universitys advanced research computation community through outreach activities within the e-Infrastructure ecosystem 8. Ensuring the underlying business model is sustainable HPC forms an essential part of much of the research conducted within the University and there are world-leading groups in several areas. Recent RCUK pronouncements have emphasised that proper long-term stewardship of research data and outputs is crucial for this University. The University accepts that HPC and unified large scale research data storage should be viewed as basic infrastructure, making a significant research to both research and teaching: Vision: Research Maximise the use and exploitation of available and emerging technology. Provide stable, sustainable platforms to underpin advanced computational research both in HPC & research data storage. Encourage cross-disciplinary research. Support and participate in proposals to bid for research funds. Vision: Teaching Disseminate expertise to researchers/students. Develop advanced computing as an element of teaching producing students with knowledge of the methodologies of HPC and data management.

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R&D / ILRT
To research, prototype and develop technologies, media and standards to support the Universitys strategic aims and operational needs, delivering expert knowledge or products of strategic advantage to the University and/or that are sustainable by their desirability to external organisations R&D / ILRT provides value to the University by: Delivering knowledge and skills from research, projects and services aligned to University goals to inform requirements, decision-making and systems or services development Enhancing reputation as a centre of excellence in applying research to real-life problems Generating revenue directly or indirectly to support R&D and related professional development activity in IT Services

R&D / ILRT delivers IT Services vision of working together to enable academic excellence through two key areas of work (development, applications) and six key objectives:

1. Anticipate and understand technology needs and opportunities and play a leading role in horizon-scanning, knowledge-gathering and sharing 2. Undertake externally-funded R&D projects explicitly aligned to University priorities for the student experience, research excellence and effective business processes 3. Work with academic partners in research projects and provide expert input to the technical elements of project proposals to help deliver the research and/or enhance the proposals chances of success 4. Facilitate professional development opportunities for staff and students to enhance skills and provide development routes for ideas 5. Contribute knowledge, expertise and development resource to internal systems developments 6. Develop a sustainable business model and balanced portfolio of activity (University, Shared/Subscription Services, Projects) to deliver the above

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R&D / ILRT - internal | external value cycles

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Programme Group
The purpose of the Programme Group is to provide support for the other groups by developing, overseeing, supporting and improving processes, policies and standards for IT service management and project management; developing service strategy and supporting the management of our portfolio of IT services over their entire lifecycle; and managing major projects, such as the SPR reorganisation The Programme Group leads: 1. Programme and project management within IT Services 2. Internal process design and implementation & continual process improvement 3. IT Service portfolio management

Administrative Resource Group

To be the virtual team providing administrative support to IT Services individual teams and across the Division and to:

1. Enhance the productivity of University IT Services staff by providing effective administrative support

2. Continually review administrative procedures to ensure that the virtual admin team is working effectively

3. Ensure effective communication of administrative procedures to all IT Services staff 4. Share knowledge and skills within our team and other IT Services colleagues 5. Develop generic administrative procedures across IT Services teams

6. Collaborate efficiently with relevant teams across all other University support services

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Communications
Through effective communications IT services at the University of Bristol will inform, explain and engage to help provide appropriate services and embed high standards of customer service. IT Services will develop its external relationships and improve the culture of the organisation through a considered approach to internal communications. Objectives 1. To communicate IT Services achievements and the value we deliver to stakeholders, celebrating its successes and reaffirming its vision of providing the highest quality IT services to meet University needs. To raise awareness of University IT facilities to students and staff. To engage stakeholders in organisational, service and policy changes. To encourage staff and students to provide feedback on activities and services. To provide relevant, clear and concise information (via appropriate channels) in inclusive language. To ensure all communications follow approved style guidelines. To ensure that the effectiveness of communications is regularly monitored. To respond to feedback to maintain the highest standards and customer satisfaction and to explain those actions. To support IT staff to communicate with colleagues and contribute to planning and development activity. To develop a co-ordinated internal communications framework to manage the effective circulation of announcements, achievements, developments and information, so that staff have the information they need to do their work. To implement policy guidelines and protocols that enhance the quality of communications. Allocate clear ownership/responsibility for communicating to stakeholders. To disseminate information on IT Services communication activities and channels to stakeholders.

2. 3. 4. 5. 6. 7. 8. 9. 10.

11. 12. 13.

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Professional Development Group

The Professional Development Group is made up of managers from across IT Services, together with colleagues from HR Organisational Development. The purpose of the group is to set out a strategic training and development framework for IT Services staff and to initiate and promote appropriate training and development activities. The objectives of the Group are summarised as follows: 1. Support and enable managers across IT Services to build teams of staff with the skills, attitudes, capabilities and professional behaviours to provide a flexible, resilient and proactive service Enhance the performance, productivity and confidence of IT Services staff by providing them with access to those training and development opportunities to develop the capabilities they need for their work Engage and develop IT Services staff individually to build the future required organisation and provide opportunity for staff to progress their careers Work closely with HR Organisational Development, IT Services managers and colleagues, in order to align the development needs of IT Services with the University, and help ensure that the most appropriate professional development solutions are chosen. Operate within, and contribute to, the development of a clear governance framework such that strategic decisions about priorities for professional development are made, within set constraints, in a formal and transparent manner

2.

3. 4.

5.

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