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Enhancing Strategic Information Management for Informed Decision-Making

This workshop aims to cultivate a comprehensive Information Management Strategy within the College. Participants will discuss the principles of the strategy, explore the different management hierarchies for information, and review business proposals. Activities will focus on the distinctions between data, information, and knowledge, as well as information use at various organizational levels. By the workshop's end, attendees will have a clear framework for managing complexity, enhancing decision-making processes, and improving overall performance through strategic data analysis.

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Enhancing Strategic Information Management for Informed Decision-Making

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  1. Strategic Information Workshop 2 Strategic Information Management and Business Review Cycle

  2. Information Strategy Outline (9:10-9:30) • Activity 1: Data, Information and Knowledge (9:30 – 10:00) • Business Review Proposals (10:00 - 10:20) • Activity 2: Information use at different levels of the organisation (10:20-10:50)

  3. Objectives • Discuss and collectively endorse the principles of the Information Management Strategy • Agree the different management hierarchies for information within the College • Agreed a business review process that brings different strands of data & information together to create corporate knowledge for decision making

  4. Information Strategy Managing Complexity for better decision making

  5. Purposes of Information Strategy • To develop existing practice in such a way to support College becoming outstanding. • To provide information to support decision making at appropriate places in the organisation. • To provide a framework to manage organisational complexity and reduce administrative overhead.

  6. Information Management Framework

  7. Information for Stakeholders • Identify stakeholders • Corporation • Partners • Quality Assurance Agencies • Identify Relevant Performance Indicators • Presentation of information • Facilitate access to information sources • Dashboards • Printed / Electronic Reports

  8. Information to Manage Operations • Evaluating performance based on lagging, external factors can lead to undesired optimising behaviours • Loses sight of the core values • Administratively complex • Expensive • Measuring performance using more timely measures where possible. • Actuality / Capability / Potentiality ratios • Actuality: How we are doing right now, with our existing resources • Capability: How we could be doing if we really worked at it, again under existing resource constraints. • Potentiality: How we could be doing if we had additional resources

  9. Example: % Lessons Outstanding • Actuality: 20% • Capability: 30% • Operational Performance: 20 ÷ 30 = 67% • Potentiality: 40% • Strategic Development Performance: 30 ÷ 40 = 75% • Overall Performance: 20 ÷ 40 = 50%

  10. Example: Attendance • Actuality: 87% • Capability: 92% • Operational Performance: 87 ÷ 92 = 94.5% • Potentiality: 95% • Strategic Development Performance: 92 ÷ 95 = 96.8% • Overall Performance: 87 ÷ 95 = 91%

  11. Information for Strategic Planning • Operational Data, tracked over time. • External data • Modelling • Statistical Forecasting • What-If Analysis

  12. Activity 1 Data, Information and Knowledge The Three E’s

  13. Data, Information, Knowledge • Data: Facts, exists in the world. • Information: Data endowed with meaning and purpose. Changes understanding of the world. • Knowledge: Our mental models about the world. Basis of decision making and action. • For one activity in the system provided, discuss what would constitute Data, Information and Knowledge in that context.

  14. Determining measures of performance • Efficacy: How will you measure whether the activity has been carried out? • Effectiveness: How will you measure how well the activity has been performed? • Efficiency: How will you determine the work has made best use of the resources provided. • For your activity, answer each of the three E’s. For each, consider what might constitute Data, Information or Knowledge.

  15. Business Review Proposals

  16. Activity 2 Information use at different levels of the organisation

  17. 2 Envelopes • Performance Measures • Organisation Levels • Pick one from each. • Describe on Post-It note how this information might be collected / presented / interpreted. • Place Post-It on relevant part of display chart.

  18. Objectives • Discuss and collectively endorse the principles of the Information Management Strategy • Agree the different management hierarchies for information within the College • Agreed a business review process that brings different strands of data & information together to create corporate knowledge for decision making

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