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Milking the Model: Getting the most out of integration and centralisation

This article discusses the benefits and challenges of implementing a centralized model in information services, focusing on alignment with strategy, cost effectiveness, and higher quality service delivery. It also explores future possibilities for fine-tuning the model and collaborating with other institutions.

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Milking the Model: Getting the most out of integration and centralisation

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  1. Milking the Model:Getting the most out of integration and centralisation Janice Rickards Pro Vice Chancellor, Information Services Geoffrey Dengate Director, Information Services (ICTS)

  2. Establishment and size

  3. Organisational structure

  4. Information Services - evolution Convergence and part centralisation 1988 Convergence and full centralisation 1997 Realignment/integration and full centralisation 2002 Now over 500 staff and an annual operating budget of A$36M

  5. Information Services – current structure • Discipline based teams of Faculty Librarians, Educational Designers and a Shared Resources Team • Business Systems Support = Competency-based model • Integrated teams for information literacy training and learning support • InfoServices • Project and portfolio management services for whole Division

  6. What helps this model work? Maximum alignment with strategy and optimal, cost effective services Centralised Model Planning and Governance Framework Funding Framework Policy Framework

  7. Planning Framework

  8. Governance Framework

  9. Funding Framework $ $ $ $ $ CoreSLA School SLAs Service Charges CapitalPlan Maintenance Plan $ $ $ $ $

  10. Policy and Standards Framework University-wide policies covering: • Adoption of a core SLA, identification of core funded services and charged-for services • Enterprise approach and SOE policy • Common use spaces and facilities, managed by Information Services, including learning centres on all campuses

  11. Other Factors The Information Services model has also been enhanced by: • development of a values-based culture • adoption of ITIL across the whole Division • Innovation Grant Scheme • Reward and Recognition Schemes

  12. Advantages of the model • Focus is on enterprise, University-wide systems and maximum integration • Easier to align significant resources and infrastructure with the University’s strategic priorities • Facilitates delivery of higher quality services • Cost effectiveness through economies of scale and standardisation • Leverages convergence between content and technology, ICT and library etc.

  13. Disadvantages • One-size doesn’t always fit all • Centralised model requires more work on client relationships • Need to ensure local innovation is not stifled

  14. Where to from here? • Fine tuning the model • Further evolution as institutional priorities change e.g., to a hybrid model • Intra-university collaboration • Inter-university collaboration • Joint service delivery • Act as Application Service Provider • Adjustment to support emerging Federations, VOs

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