Caroline Steel, Director Digital Learning, La Trobe; ascilite President Elizabeth Coulter, Director ITS, The University of Auckland; ascilite; CAUDIT
A decade ago we brought you …
2013 2014 Rank The Issues Rank 2 1 Supporting and enabling teaching and learning 1 2 Supporting and enabling research 3 3 Positioning IT as a catalyst to transform the business functions of the institution 7 4 Reshaping the workforce to position IT as an agile enabler and strategic partner 4 5 Leveraging cloud services in a coordinated and strategic manner Establishing a partnership between IT leadership and institutional leadership to - 6 develop a collective understanding of what information technology can deliver 8 7 Developing a “Digital Strategy” for the future - 8 Understanding and addressing the expectations of a new generation of students Managing security and privacy effectively in a hybrid environment of multiple 6 9 sourcing models - 10 Utilising analytics to support strategic initiatives and change behaviours
We reveal the current state-of-play: • Our survey ‘Forging productive partnerships between learning, teaching, libraries and IT’ • Our panel of IT, Library & Teaching and Learning experts, discuss how we might forge more productive partnerships between us
• Slow response to rapid technological change • Constrained budgets • Uncertainty • Increasing competition • Changing student expectations Can we truly afford to not work together?
• 24 respondents: – Learning and teaching (15) – IT (7) – Library (2)
Clear technology enhanced L & T agenda going forward? 9 8 7 6 5 4 3 2 1 0 Yes No To some extent Not sure Series1 9 5 9 1
Perceptions of primary role of IT in supporting T & L 8 7 6 5 4 3 2 1 0 Valued Business Partner - IT Expert - Provides insight Gatekeeper - Focused on Administrator - Tactically Spends time with other and information on IT setting policy & ensuring focused on fulfilling business/functional heads. issues, tools, capabilities, process and policy service requests and Interested in improving etc. compliance maintaining IT / “keeping my business metrics rather the lights on” than IT's agenda Series1 8 5 6 5
Perceptions that IT and L&T are working collaboratively & productively toward progressing L & T agenda 14 12 10 8 6 4 2 0 Not at all To a small extent To a moderate To a large extent To an exemplary Not sure extent extent Series1 0 6 13 3 2 0
Perceptions that library & L& T are working collaboratively & productively toward progressing L & T agenda 10 9 8 7 6 5 4 3 2 1 0 Not at all To a small extent To a moderate To a large extent To an exemplary Not sure extent extent Series1 1 5 10 7 0 0
• Leadership • Common strategy, goals, priorities & vision • Mutual understanding and valued partnership
‘we need to trust each other (not always true), we need clear roles, We need high level leaders that get along. We need some equality in effort/interest’. ‘a sound strategic plan for tech-supported T&L, jointed planning processes, joint projects, ad ideally job positions created that bridge across IT, L&T and library, or at least regular staff secondments in which staff are on site and engaged in day-to-day work’.
• Territories, silos, empires • Role ambiguity • Funding models • No shared goals or understandings • Different perspectives on institutional goals
• ‘Turf’ ‘Individual personalities that are into empire building’ • ‘A lack of clarity as to the roles and responsibilities of each unit.’ • ‘Lack of tangible areas for collaboration and mutual acknowledgement and understanding of different priorities and perspectives ’
• Encourage collaboration • Shared understanding of university priorities • Shared goals & responsibilities • Leadership that champions relationships
‘You need a person who can speak both languages … one agenda, rather than 3 separate agendas. Regular catch-ups and transparent flow of information between L&T, ITS and Libraries. We have this working extremely well - we now just need to bring Library into the loop more.’
• Enabling leadership • Shared goals, priorities, KPIs and/or projects • Cross-functional working groups • Valued and rewarded partnership • Encourage risk, experimentation & innovation
• ‘Collaborative teams with performance plans reflecting the importance of working across silos to get the job done and senior managers as enablers to remove barriers’. • ‘When the strategic direction and roadmap is clear, appropriate funding/resources are provided, and there is a sense of adventure and goodwill amongst all participants that together with effort, patience and some risk, we can deliver great things’.
Chair: Elizabeth Coulter Director ITS, The University of Auckland; ascilite; CAUDIT Panel: Mark Gregory CIO, University of Adelaide; CAUDIT Wendy Abbott University Librarian, Bond; CAUL Caroline Steel Director Digital Learning, La Trobe; ascilite
Express your opinion by completing our survey: http://tinyurl.com/o4uyv5f
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