Page 40 - DLIS402_INFORMATION_ANALYSIS_AND_REPACKAGING

Unit 2: Information Consolidation

Current Initiatives: The University will be able to exploit the results of current initiatives in the HE Notes
sector to develop its information infrastructure and produce consistent and validated access to
information.
Back to Basics: Staff and students will be able to spend more time on what they are in the University
for - Learning, and Scholarship.
Tactics for the Implementation of an Information Strategy
Information Strategy Steering Group: The ISSG, reporting to Information Services Committee (ISC),
the formerly Academic Information Services Committee, will continue to determine, guide and
monitor the development of the strategy in collaboration with the Academic Services Planning Unit
Management Group. All three bodies share a common convenor, namely the Vice-Principal for
Information Services.
User Partnership: Continuous dialogue within the University community will be essential for the
development of a successful Information Strategy. The Library Committee, which reports to the
ISC, will continue to oversee Library matters. Also reporting to the ISC, will be a User Committee
on which will sit representatives of all the Planning Units, backed by the Technical Options and
Software Standards Committees. These fulfil an important role in initiating discussions which will
lead to University-wide agreed standards and guidelines.

An equally important line of communication is direct contact between the
Information Users and a particular Information Service.
Information Services: There are five principal information services that fall under the remit of
Academic Services and will be directly affected by this strategy - the Archives, Computing Service,
Management Information Services, the Library, and Media Services. As the strategy is developed
and refined, these services will need to collaborate more closely in supporting both Information
Custodians and Users.
Issues and Tasks: An Information Strategy will only be realised if changing needs of Information
Custodians and Users are clearly identified, particularly those that flow from changes in the
curriculum and the devolved management structure. Some of these needs are already being
addressed in the seven information-related projects which have been designed as test beds for the
Information Strategy as part of the pilot site activity. These are: the Hybrid Library, the Student-
Centred Learning (the New Medical Curriculum), the Support for a Flexible Curriculum (the New
Three-Year Degree), the Student Information (Registry Project to improve the management of Student
records), the Research Management Database, the Financial Information in a Devolved Managerial
Environment, and the Records and Information Management projects.
Project Management: To date the “projects-driven” approach seems to be a realistic means of
analysing the information needs of a university. The projects are rooted in the information needs of
the University and are not technology showcases. Co-ordinated by ISSG, they examine the existing
information flows in a number of discreet areas to identify and resolve any gaps in the Information
Infrastructure. Eventually, they will coalesce at their interfaces contributing to an holistic Information
Strategy.
Awareness Development: The development and delivery of awareness raising, staff development
and training, and change management programmes by Academic Services in collaboration with the
Staff Development Services.
Standards and Guidelines: Although their importance is recognised, they have yet to be agreed.
Experiments are currently being conducted in several areas within Academic Services and Central
Administration.
Monitoring and Review: Monitoring and review will be fundamental to the successful
implementation of the Information Strategy and will be the responsibility of ISC.

LOVELY PROFESSIONAL UNIVERSITY 35