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THE UNIVERSITY OF GEORGIATHE UNIVERSITY OF GEORGIA

Office of the Chief Information OfficerEnterprise Information Technology Services

…in a world where no individual can possibly have all the answers, it is the inclusive organization that excels!

Frances Hesselbein, 1996

President/CEO of the Drucker Foundation



EITS Business Office

• Welcome New Staff

• Oracle Calendar and Who Is Out System



Related EntitiesOffice of CIO/

Assoc Provost

CompactPlanning

Provost5 yrPlan

EMT

Bd ofRegents

Chancellor

Faculty Gov

ITAC Cabinet

ITAC AdvisoryCouncil

Business/IndustryStandards— Best

Practices

Federal/StateLegislation

Deans, VP’s, Assoc VP’s/

Provosts SLR Advisory Council

EITS

Research

Administrative

Acad/Instruct

Outreach/Public Serv

Security

UgaNet

ITMF

ACIT

USGAuditor

UGAAuditor

State ofGeorgiaAuditor

Research CIO’s



Chancellor observations:

“…If we are indeed a system --- why are some institutions performing at a higher level of quality? Why is there such unevenness in our system?...

…One answer may be that if there is a variance in our operations, then it suggests that we have not established a strong sense of common purpose or a mechanism that either encourages or rewards teamwork…..this suggests that we have a System in which the individual institutions focus on internal needs and institutional ambitions…”



LeadershipLessons Learned 101

Barbara A. Whitecirca 1950



Lesson One: Talk to each other….remember it isn’t always about competition, but about cooperation and collegiality.



Lesson Two: Don’t get lost in the detail….remember the ‘big picture’



And…Lesson Three: It’s OK that not everyone cares about the same thing, but one needs some level of organization and focus



Premise…..”Good to Great”!

…the book Good to Great by Jim Collins focuses on the factors critical in such a transition beginning with leadership, followed by the strategies necessary in leadership to move the organization forward. Included, but not limited to these strategies are:

Understanding the institution’s potential; Decision-making; Development and growth potential; Entrepreneurship in a culture of discipline; and Use of technology as an ‘accelerator’ of momentumAlignment of the parts



Joint Performance Evaluation Recommendations from Staff and

Management Advisory Boards



Joint Performance Evaluation Recommendations from Staff and

Management Advisory Boards

David Stewart (co-chair) Chris Tuttle (co-chair)

Wes Brennan Rachel Brown

Elisa Coulter Lynn Farley

Marcus Henderson Melinda Hobbs

Shannon Marable Lynn Smith

George Veeder Chris Workman



SAB/MAB Performance Evaluation Recommendations (continued)

• The UGA “Classified Employee Performance Evaluation” be modified by EITS so that the rating system corresponds to the Core Values Evaluation.

• The UGA “Classified Employee Performance Evaluation” and the Core Values Evaluation be combined into one evaluation document.

• All evaluations should be checked by the evaluators’ supervisor to ensure that no trends or inconsistencies are present.




• Staff member transferring between two supervisors within EITS– require that the original supervisor perform an evaluation for the

staff member within 60 days of the transfer. – This evaluation will then be used in conjunction with the new

supervisor’s evaluation in the yearly evaluation for the staff member.

• Informal, mid-year evaluations should be required – give each staff member a “status check” of their progress– address any potential problems that will affect their yearly

performance evaluation.




• It is important for each Rater to rate each individual in a standard manner. – Too many “exceptional” or “above average” ratings dilute the

accomplishments of those that truly demonstrate outstanding performance in our Core Value areas.

– If an individual receives any score other than a “3” (Meets Requirements) on any Core Value item, the Rater shall give specific examples that illustrate the reason that the team member deserves a higher (or lower) rating.




• Exceptional– Consistently exceeds requirements in this Core Value area; this is the highest level

of performance that can be attained.• Above Average

– Frequently exceeds requirements in this Core Value area; distinguishes himself/herself from peers.

• Meets Requirements– The individual meets EITS’ high expectations in this Core Value area. This is the

baseline level expected of all EITS staff members.• Needs Improvement

– Performance in this Core Value area meets most requirements; however, improvement is necessary in order to meet EITS’ expectations. Raters shall give specific examples and direction so that the individual is aware of the problem and can work towards improving his/her performance in that Core Value area.

• Unsatisfactory– Performance is consistently below requirements. A score of 1 indicates that there is

a severe problem with a Core Value area, and the supervisor needs to clearly document the problem and work with the individual on a regular basis to improve in that area.



Next Steps

• Unanimously endorsed by Senior Leadership

• The Management Advisory Board has agreed to develop an implementation plan– Timeline– Training for supervisors– Processes documented



EITS Strategic Planning Model



Purpose

• Ensure alignment with the vision and mission of the OCIO, EITS, and UGA.

• A unified and integrated strategic hierarchy and planning cycle



Background Information

• Three planning tools have been used in EITS over the past few years:

– Core Systems and Services– 5 Year Plan– Compact Plan



Integrating the Planning Activities– OCIO/EITS 5 year strategic plan

• Organized according to Strategic Core Areas • Identifies Key Projects and Services

– Compact Planning • Also organized according to the Strategic Core

Areas • Process to engage UGA to determine wants and

needs • Contains details on all Services, Initiatives and

Measurable Outcomes



Strategic Core Area(Goal)

Ongoing ServiceService Provisioning

Activities

Initiative = ProjectService Modification

Processes

Processes

Activities

Add, Modify, or Retire a Service

CIO/EITS has eight Strategic Core Areas * each has a clearly defined goal *

Standard methods to deliver services and manage projects

Basic level actions to deliver services or projects (this is where the “rubber meets the road”)

Services are specific support functions identified in our planning process which enable the University to attain it’s mission

Service



Strategic Core Areas

• Leadership for Information Technology • Strategic Planning, Policy, and Advisement• Business and Technology Partnerships• Client Service and Support• Information Security• Information Management and Integration• Enterprise Production Systems• Infrastructure and Architecture



Building the New Learning Environment

Maximize ResearchOpportunities

Compete in a Global Economy

Overall Perspective

Strategic Core Area = 5 Year Plan

OrganizationalInitiatives

Services

Processes

Activities Tasks



Compact Planning

A collegial, participatory planning process for Information Technology at the

University of Georgia

September 5 – 26, 2007



https://eits.uga.edu/planningCycle/



OCIO/EITS Vision and Mission• Vision

– Continue in the role of state and national leader in information technology, and to be recognized as the first source for knowledge and expertise in the area of information technology.

• Mission– Provide a robust, reliable, and secure information

technology infrastructure, maintain essential production services, and offer world-class support.



OCIO/EITS Core Values

• Excellence in Customer Service

• Our People are Our Greatest Asset

• A Winning Attitude

• Honesty and Integrity

• Teamwork and Communication

• Efficiency, Effectiveness, and Improvement



Strategic Core Areas• Leadership for Information Technology • Strategic Planning, Policy, and Advisement• Business and Technology Partnerships• Client Service and Support• Information Security• Information Management and Integration• Enterprise Production Applications• Infrastructure and Architecture

Latimer

Greg Ashley is working on content for Slides 10-17



What is Compact Planning?• A process that creates an alignment of unit and

organizational goals and strategies• A venue for establishing initiative-based priorities• A cyclical, iterative, and annual process• A negotiated, bilateral written agreement focused

on long-term planning• A process that provides for accountability through

specific performance and outcome measures tied to initiatives



First Round Compact Planning

• Met with over 400 faculty, staff, and students in a series of 100 meetings– Received requests for 292 distinct new services

and service enhancements– Many incorporated into the 43 Initiatives in the

current 5 year Compact Plan



Your Feedback Is Important

• Share your ideas and suggestions with us here today.

• Go to CIO’s website anytime: – CIO.UGA.EDU – Click on Compact Planning Link on the bottom

of the page and complete feedback form.

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