Ohio University Strategic Plan – Office of Information Technology

May 2013

2

Topic Slide

Overview 2

Current Environment 7

Challenges, Enablers, Customers & Stakeholders 29

Strategic Plan 33

Performance Measures 38

Alignment 49

Implementation Plan 53

Appendix 55

Table of Contents

Overview

4

Strategic Planning PROCESS

Strategic Planning is an annual multi-phased process executed through the year that links strategy, budget, and performance to promote organizational stability.

Following this process annually will allow the Strategic Plan to maintain its relevance to the campus and help to ensure that metrics are being met and objectives completed. The plan should be a living document.

• Background Data: extensive data sampling of key environmental and/or operational trends, issues, and problems that impact the accuracy and effectiveness of the initiatives

• Developing the Plan: deliberative process focused on defining/refining the Unit’s Strategic Plan to provide organizational focus for both long- and short- term organizational activities

• Develop Initiatives: provides the actionable mechanism for implementing the Unit’s Strategic Plan and ensuring the alignment of organizational mission priorities, initiatives, and resources with the University’s strategy

• Execute and Review Performance: implementation of organization-specific initiatives to include monitoring, measuring, and managing performance against the Unit’s Strategic Plan throughout the implementation

OIT Unit Overview

Pressures to improve academic technology and governance while maintaining a robust infrastructure are driving the need for OIT’s strategic planning and performance management.

The OIT unit undertook a strategic planning process in 2013 with Huron Consulting Group. The main goal of this effort is to optimize OIT’s resources to support the University’s mission.

As a key service unit within Ohio University, OIT is:

• Relied upon to provide:• Security• Project management• Instructional and research technologies • IT infrastructure• Enterprise applications• Technology support

• Increasingly constrained by decreases in state funding for higher education and the resulting budget cuts within the University

• Critical to supporting the University’s transition to Responsibility Center Management model (RCM)

• Seen as a strategic partner across campus and is positioned to provide the IT leadership to guide the direction of Ohio University’s teaching, research and administrative IT needs.

5

STRATEGIC PLAN FOUNDATION

Huron conducted interviews, focus groups, and facilitated discussions with a wide range of individuals and groups across campus. In addition Huron conducted a survey of customers with frequent OIT interaction.

STAKEHOLDER INVOLVEMENT

Method of Stakeholder Involvement Number of Participants1

Survey 83

Interviewed Stakeholders 43

OIT Directors Meetings 19

Key Stakeholder Analysis Meeting 20

Executive Leadership 4

1A detailed list of participants can be found in the appendix. Note all survey participants were anonymous and therefore survey participant names are not included in the list.

OIT Unit Overview

6

1 year or less 2 to 5 years 5 years or more0

10203040506070

6 11

66

How long have you worked at Ohio University?

0102030

3218 26 7

What is your current role at Ohio University?

Strategic Planning STRATEGY MAP AND DEFINITIONS

A common understanding of the Strategy Map and several key strategic planning terms helped to guide and enable the development of a unified plan.

Strategic Planning Terms

Vision: Captures the aspirational goals of the Unit (future state)

Mission: Captures the reason for the Unit’s existence vis-à-vis the University (current state); what it does today to achieve the vision

Guiding Principle: Describes the values held by the Unit as it conducts daily operations in support of the University’s and its own vision and mission

Goal: Describes with more specificity the Unit’s actions in achieving its vision

Strategic Objective: States measurable outcomes for achieving the Unit’s goals and can serve as milestone

Metric: A measure of a Unit’s progress towards goals

Initiative: Identifies the scope of each strategic objective; action plans to achieve strategic objectives

Execute and Review Performance: Management of the Strategic Work Plan and regular review of metrics and strategy

7

Current Environment

9

Current EnvironmentTRENDS IN THE HIGHER EDUCATION INDUSTRY

Industry Trends:• As unemployment remains high and household net worth

and incomes remain depressed, the sector faces weaker purchasing power in its core markets, forcing heightened competition that favors the most reputable and the lower priced options

• Revenue growth remains a challenge for most, underscoring need for operational efficiency

• Backlogged capital spending threatens higher future capital maintenance costs, but universities are slowly beginning to restart capital projects

• More intense public and community engagement, combined with new limits on public funding, opens door for heightened regulatory intervention in university operations, cost structure and accreditation

• Weak US economic conditions causing government budgetary stress at national, state, and local levels is leading to stagnant public funding

While the US economy has improved since 2008, the impact of a lagging economy continues to present a number of challenges in the US Higher Education industry:

Source: Moody’s Financial Ratio Analysis

Median % Share of Public University Revenues from State Appropriations

Current EnvironmentTRENDS AT OHIO UNIVERSITY

State and University Trends• Graduate and undergraduate enrollment totals have been relatively stable since 2006, but available state appropriations per

student have seen a decrease to below 1990s levels• State appropriations have declined from nearly 40% of operating revenues in 2001 to 22% of the operating budget in 2012• State appropriations show a continued downward trend since FY 2009 and the political climate remains uncertain

OU has seen total state appropriations and state appropriations per enrolled student stagnate/decline in recent years. This trend suggests increasing pressure on revenues and the need to find efficiencies in all business units.

FY 2003 FY 2004 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011$115$120$125$130$135$140$145$150$155$160

Ohio University State Appropriations 2003 – 2011

Mill

ions

Ohio University State Appropriations 2003-2011

$, M

illion

s

Perc

en t

State Appropriations as a Share of Total Operating Revenue

(percent)

The current economic climate has created a tidal wave of challenges to overcome. Increased public scrutiny and reduced state and federal funding demand accountability and a focus on operational

effectiveness.

10

Source: Trends and Challenges for Public Research Universities. Rep. National Science Board, 2012. Web. <http://www.nsf.gov/nsb/sei/companion2/files/nsb1245.pdf>.

Current EnvironmentINTERNAL FACTORS – RESPONSIBILITY CENTER MANAGEMENT (RCM)

Implementation of the RCM budgeting approach at OU will change the way institutional funds flow throughout the University, streamlining and simplifying distributions and connecting revenues with their attendant costs.

Planning for RCM implementation requires identifying process changes, data needs, timelines, and milestones. Cultural change readiness will also need to be evaluated to assess challenges for model adoption.

Key Considerations

Opportunities Challenges

• Creates enhanced accountability among unit managers

• Requires a more public discourse of resource allocation and priorities at the University

• Promotes longer-term financial management perspective at the unit level

• Can make cross-disciplinary activity more complex• Can create the impression that financial

considerations are more important than academic considerations

• Can create tension when the financial performance of individual units become more public and transparent

11

• Develop Customized Apps

• Bobcat Card—Combine into a Single Multi-use Card

• Improve Communications

• Better Campus Scheduling

• Coursework Delivery via eTexts/Preloaded Content & Apps (on devices)

• LMS Improvements

• Cloud—student information

• Ensure Redundancy of Services So That No Interruptions

12

The STAG identified 8 top technology initiatives, these initiatives, along with the Student focus group, served as key inputs into the development of the strategic plan for OIT.

STUDENT TECHNOLOGY ADVISORY GROUP (STAG) TOP IDEAS

Student Engagement and Feedback

Source: STAG Top Ideas, April 24, 2012

• Providing substantially increased network speeds and bandwidth for both the wired and wireless networks

• Assuring network reliability, especially for the wireless network

• Providing timely and focused technical support, especially for classroom technology

• Providing training and support for users of Blackboard and other technologies, such as lecture capture and web conferencing

• Providing sufficient storage for electronic files for instructional and research/creative purposes

• Providing capability for electronic transfer of large files for instructional and research/creative purposes

• Supporting faculty efforts to identify, evaluate and implement promising IT technologies and services

13

The survey generated by the Faculty Technology Advisory Group (FTAG) identified 7 recommendations, these in tandem with the focus groups, interviews and survey were used to inform the OIT strategy.

FACULTY TECHNOLOGY ADVISORY GROUP SURVEY RESULTS

Faculty Engagement and Feedback

Source: Faculty Survey Results and Resulting Recommendations, January 31st, 2012

14

Ohio University Strategic Plan4X4 AND ENVIRONMENTAL SCAN

OU completed an Environmental Scan to augment the institution's Strategic Plan, which have highlighted that information technology will play a critical role in achieving the institution’s vision.

Four Fundamentals: - Inspired Teaching

& Research - Innovative

Academic Programs

- Exemplary Student Support Services

- Integrated Co-Curricular

Four Supporting Priorities: - Short & Long

Term Enrollment Goals

- Effective Total Compensation

- Capital Campaign- Financial Strength

Environmental Scan Implications: - General Education- Globalization - Multi-Modal

Academic Programs

- Technical Resources

- Innovation, Invention, Entrepreneurship

Vision: Ohio University’s vision is to be come the nation’ s best transformative learning community where students realize their promise, faculty advance

knowledge, staff achieve excellence and alumni become global leaders.

Source: Strategic Planning Summary, October 31, 2011, University Environmental Scan: Draft Report, October 18, 2010

Projected Enrollment Trends (2010): Already1/3 of the current enrollment at OU is on the regional campuses. Enrollment in public, two-year programs is expected to exceed capacity. At four-year institutions, a 25% increase in graduate enrollment is

projected.

Expected Changes in Education Demand: It is also likely that many students will elect to take a number of courses

on-line to facilitate timely graduation or to accommodate work schedules.

Located in a region that is largely rural and losing population, it is likely that the tendency to stay closer to home will present greater challenges for OU.

The areas that will likely see increases are adults who want to begin or finish degrees in circumstance that preclude residence and require flexibility and choice.

15

Currently, 27% of OU’s Athens students are online and 8% are

integrated with the classroom and online.

- Executive Academic Leadership

Online students are even more prevalent on regional campuses with almost 40% of Lancaster's students

being online

- Executive Academic Leadership

*Quote boxes contain paraphrased excerpts from interviews

OU Environmental ScanDEMOGRAPHICS

Changing trends in the demographics of Ohio will require Ohio University to review its current offerings and determine how it can best meet the needs of its core and anticipated student population.

Technology provides opportunities to reach the changing student population by offering online or blended programs.

Environment Scan Demographics Comments from Survey Interviews

Source: University Environmental Scan: Draft Report, October 18, 2010

State Share of Instruction has declined by 13% from 2000 to 2010 and declines in state and federal funding and royalties are impacting OU’s research mission.

The declining infrastructure affects recruitment and retention of students, faculty and staff, and an increasing backlog of deferred maintenance poses a large risk.

Concerns over college costs have triggered a nationwide trend toward accountability and outcome measurement.

Shrinking budgets have contributed to uncertainty and forced quicker, comprehensive actions challenging a culture based in slower, deliberate approaches.

Ohio University will continue to face challenging financial times with slow economic recovery beginning somewhere between 2013 and 2016.

16

OU Environmental ScanECONOMICS

The economic recession compounded already challenging times in Higher Education, which can be seen in both the environmental scan from 2010 and the latest Moody’s report released at the beginning of this year.

Economic changes have led to a need to make quick and comprehensive decisions challenging a culture based in slower approaches. Students are demanding change, and asking if the faculty are on board.

5 Critical Factors Contributing to Moody’s Negative Outlook on Higher Education:

1Price sensitivity continues to suppress net tuition revenue growth

2All non-tuition revenue sources are also strained; diversity no longer offers a safe haven

3Rising student loan burden and defaults taint perception of value of a college degree

4Increased public scrutiny drives escalated risk of more regulation and accreditation sanctions

5Prospects for long-term sustainability depend on strong leadership through better governance and management

Environment Scan Economics Moody’s report 2013

Source: Moody's: 2013 outlook for entire US Higher Education sector changed to negative, Global Credit Research - 16 Jan 2013, University Environmental Scan: Draft Report, October 18, 2010

As rapid technology changes occur, communication around these changes needs to be improved

Students have more technical aptitude and are able to quickly adapt to new technology trends

Despite being able to adopt quickly to innovation, students still rely on faculty’s teaching practices and curriculum to help process concepts, ideas and ways of thinking.

However, teaching practices and curriculum must be re-envisioned to accommodate students becoming increasingly mobile and allows them to mix classes from multiple sources and institutions.

All but the newest generations of faculty and staff struggle to understand the technology tools at their disposal.

Faculty and Staff often lack the incentives, training, and the time needed to know how to use technology.

17

“[When it comes to technology in the classroom] with faculty its divided down

the line, and there is not a consistent message coming out. Are faculty going to

work to be able to provide online and hybrid classrooms or not?”

- Student

“Ohio University needs to change its business model to stay alive … Ohio

will have to provide much of it’s product in a digital format.”

- Academic Personnel

*Quote boxes contain paraphrased excerpts from interviews

OU Environmental ScanTECHNOLOGY

Technology has created a shift in how education is managed and delivered. Faculty members need support to transform their curriculum in the face of these changes.

As technology becomes an ever growing part of the backbone of education it will be come critical to understand where OIT’s responsibilities stop and the faculty and staff’s responsibilities begin.

Environment Scan Technology Quotes from Interviews and Survey

Source: University Environmental Scan: Draft Report, October 18, 2010

18

Higher Education Industry Trends

Huron’s work in higher education has identified several major trends that are impacting the core missions of institutions across the sector.

Trends in Higher Education

Changing business models

• New methods of low cost content delivery (e.g. MOOCs) are gaining rapid traction, with state governments and major institutions moving quickly to accept these courses for credit.

• Consumers are gaining increased power in selecting their education provider, and in the curriculum they pursue (e.g. certificate / badging programs, competency-based education).

Rapid adoption of Online/ Blended

Learning

• Many traditional institutions have moved towards the use of online learning to grow enrollment and revenues. • Others are using a blended approach, combining on-premise and online learning. • Such programs leverage scarce faculty resources and facilities.• Online education has grown by a 10% rate vs. the 2% rate of traditional education.*

Contain Costs

• Higher education costs continue to grow at rates significantly above inflation, making higher education costs a focus for Federal and state governments.

• Many institutions have focused on cost reduction, through implementation of more effective administrative processes, alternate sourcing agreements, creation of shared services and other similar strategies.

Push for better information on

student achievement/ learning outcomes

• Weak job prospects and increasing costs led to a decline in the perceived value of a degree during the recession. • Pushes by the Federal Department of Education and the regional accrediting agencies have led institutions to focus

on measurable outcomes around learning. • Moving forward, the ability to measure, track and report on learning outcomes will help articulate the value of an

institution’s educational approach to students, and may serve as a differentiator in the marketplace.

Students immersed in technology

• Each successive class of freshmen comes to campus more immersed in technology. • To remain relevant, institutions need to think about integrating technology into every aspect of their operations .

*Source: http://sloanconsortium.org/publications/survey/going_distance_2011

19

Cross-Industry Technology TrendsThe technology marketplace has also been undergoing transformational change over the past several years, creating both opportunities and threats that organizations must account for when developing their plans for information technology.

Trends in Technology

Overall Consumerization of IT

• Technology companies are now targeting the individual, rather than the enterprise as their primary customer. The growth of and rapid innovation around online services, mobile devices, social media, and the ‘app store’ models puts pressure on IT organizations to support a wide variety of hardware and software solutions not vetted by a traditional process (i.e. ‘bring your own device’ or ‘BYOD’).

• Central IT organizations will need to manage risk of these solutions but may be able to reduce costs by ending internal provision of services that are now a commodity for customers (e.g. Google-hosted email).

Cloud Computing

• Cloud computing allows technology capacity and software to be available on-demand over the Internet, scaling up and down as necessary to meet customers’ needs.

• The cloud can reduce implementation time and expenses, and allow customers to only pay for what they use.• Cloud services could allow departments to bypass central IT and contract with external vendors for services that are

critical to the institution and may house sensitive data (e.g. CRM)• Cloud products can be narrow ‘point solutions’ and could lead to significant integration challenges if not managed.

Mobility

• Rapid adoption of smartphones and tablets has changed the way users interact with information and access the Internet, increasing demand for ubiquitous wireless access and ability to access institutional services from anywhere.

• Students carrying a powerful communication and computing device opens opportunities in teaching and learning.

Move to Electronic Media

• Use and collection of electronic media (eBooks, video content in courses, electronic library collections) is growing rapidly.

• As these media replace traditional sources in coursework and research, faculty and students will demand access anytime, anywhere. New copyright, storage, and bandwidth issues will need to be dealt with.

• Developing and licensing such collections could be a source of revenue.

20

It is str

ategic

to th

e succ

ess of

my u

nit.

It is cr

itical t

o the

succe

ss of

my role

.

It is im

porta

nt to

some a

spects

of m

y role

.

It is no

t impo

rtant

to my r

ole.

010203040506070

58

22

2 1

How important is technology in your role at the university?

70% Strategic to the success of my unit

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

What is your overall opinion of the Office of Information

Technology at Ohio Univer-sity?

Highly Favorable

Favorable

Slightly Favorable

Slightly Unfavorable

Unfavorable

Highly Unfavorable

62% Positive

38% Negative

OVERALL RESPONSES

Survey results show that the OU community sees OIT as a critical and strategic partner and approximately 62% of the respondents view OIT favorably .

Survey Results

96% of survey participants feel that OIT is a critical or a strategic partner, indicating OIT’s customers rely heavily on OIT to support their needs.

21

OVERALL RESPONSES

Participants responded to a series of 15 statements about OIT. These responses are provided below and additional focus on specific results are discussed on the following slides.

Survey Results

Survey responses indicate that the OIT staff have the necessary skills to support Ohio University, that they are seen as a strategic partner and they are providing solutions to advance the academic mission.

-100% -80% -60% -40% -20% 0% 20% 40% 60% 80% 100%

Office of Information Technology – Level of Agreement Questions

Q1 The OIT staff have the skills to support my unit’s needs.Q2 I view OIT as a strategic partner to my unit. Q3 OIT provides information technology services and solutions that advance the academic mission of the University. Q4 I can clearly identify the appropriate contact with regard to my technology related questions. Q5 OIT understands my unit’s needs.Q6 OIT implements technologies that allow me to do my job better. Q7 I can expect a timely response from OIT to my inquiries. Q8 The overall cost of OIT is in line with the benefits received from their services. Q9 Communication from OIT is effective.

Q10 Services provided by OIT support my unit’s unique needs. Q11 OIT provides innovative information technology to the University community.Q12 OIT’s policies and procedures make sense to me. Q13 OIT provides robust technologies that can scale to my needs. Q14 I understand how decisions are made on prioritizing IT-related projects at the University. Q15 OIT provides easy to access training and support for technology.

Highly FavorableFavorableSomewhat Favorable

Unfavorable

Somewhat Unfavorable

Highly Unfavorable

22

STRATEGIC AREAS OF SUCCESS FOR OIT

Areas of success highlighted in the survey results include; staff with the right skills, services that support the academic mission, and a view that OIT is a strategic partner. These demonstrate that OIT is poised for success.

Survey Results

Customer Quotes

• True talented employees that are here for the greater good of the University. – Administration Personnel

• I believe we have people who have the skills necessary to do their work, and people who are willing to be trained to further develop skills as the landscape of educational technology changes over time. – Academic Personnel

• Considering all that OIT is responsible for, remarkable job all around. –Distributed IT Staff

• They do a great job having more than just awareness of the trends in IT overall. – Academic Leadership

• IT … It is the engine of the future of the academy.- Faculty

• IT is now intertwined in all aspects of our lives, both personally and professionally. We can't view OIT as just another unit like food services or grounds keeping or parking. OIT needs to be adequately funded to meet the ballooning needs of technology throughout the university. - Faculty

• OIT is the keystone to the success of keeping our business alive. – Academic Personnel

OIT provides informa-tion technology services and solutions that ad-vance the academic

mission of the Univer-sity.

I view OIT as a strategic partner to my unit.

The OIT staff have the skills to support my

unit’s needs.

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

6% 6% 7%

18% 21%10%

10%13%

15%

22% 17% 25%

31%25% 24%

12%19% 19%

Areas of Success for OIT

Highly FavorableFavorableSlightly FavorableSlightly UnfavorableUnfavorableHighly Unfavorable

23

STRATEGIC AREAS OF FOR IMPROVEMENT

Close to 60% of survey respondents felt that they did not understand how prioritization and decision making were done within OIT. Training and robust, scalable technologies were also noted as areas for improvement.

Survey Results

0%10%20%30%40%50%60%70%80%90%

100%

17% 24% 14%

26% 20%25%

14% 13% 15%

17% 19% 20%

20% 14% 17%6% 10% 8%

Areas for Improvement of OIT

Highly FavorableFavorableSlightly FavorableSlightly UnfavorableUnfavorableHighly Unfavorable

Customer Quotes

• It is astonishing how technical skills of students are more advanced than many of their professors …. [There’s a] need for faculty and staff to be trained how to use basic technology. –Distributed IT Staff

• Improve end-user orientation of business systems to improve efficiency for faculty and staff. – Academic Leadership

• OIT seems to develop policies without notifying anyone on campus, even internal people at times. - Academic Personnel

• OIT seems to have no logic behind the prioritization of work … For example, there are not enough skilled developers in a certain area, so a project in that area is put on the back burner in favor of a less important project for which there is an overabundance of developers. – Administrative Personnel

• Existing business system applications do not always appear agile, scalable to future growth and need for increased end-user functionality. – Auxiliary Personnel

• We waste too much time and effort from our quality workers maintaining systems that Google, Microsoft, and other vendors can offer with higher performance and lower cost. - Distributed IT Staff

24

CORE SERVICES REVIEWED

Survey Results

A. Customer Services - services rendered by OIT as individualized business operations such as consulting and project management services, desktop computing support (help desk and dispatchable repair personnel), data center hosting services, software and technology procurement assistance, and the operation of the Technology Depot.

B. Networking and Collaboration Services - services rendered by OIT to enable consumable data, voice, email, and conferencing communications, along with shared information storage to enhance the ability of University personnel (faculty and staff) to work together and with colleagues beyond the confines of Ohio University

C. Information Security Services - services rendered by OIT directly to customers that are part of OIT's Information Security Protection and/or Loss Containment activities.

D. Student Information Administration Services - services rendered by OIT to assist or enable the administration of activities directly in support of Ohio University students (i.e. registration, enrollment, housing, grade processing, academic counseling, etc.)

E. Instructional and Research Technologies - services rendered by OIT to assist or enable the University in its teaching and learning activities

F. Business Application Services: services rendered by OIT to assist or enable the University in its business activities.

Core Service Areas for the Office of Information Technology

OIT identified the six core services that they offer to their customers. A series of service-related questions were asked about these core services. The results are depicted in the following slides.

25

CORE SERVICE SATISFACTION

Survey respondents are 91% satisfied with Information Security Services but less than 50% of the respondents are satisfied with Business Applications Services.

Survey Results

A. Cust

omer

Service

s

B. Netw

orking

and C

ollabo

ration

Service

s

C. Infor

mation S

ecurity

Service

s

D. Stud

ent In

formatio

n Adm

inistra

tion Serv

ices

E. Instr

uction

al and

Researc

h Tech

nolog

ies

F.Busine

ss App

lication

Service

s0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

How satisfied are you with this category of service today?

I am very sat-isfied.

I am some-what satisfied.

I am some-what dissatis-fied.

I am dissatis-fied.

Customer Quotes

• They do a good job working with students, faculty and staff to create the most secure environment for everyone. I haven't always been happy about the decisions they made, but they do communicate and try to take in all positions if possible. – Distributed IT Staff

• The business application services are outdated, lacking in flexibility and don’t produce the data needed. Or if the data is produced, it is not readily accessible for many of those who need it. – Academic Leadership

• Enable Oracle modules that are currently owned, as well as purchase and install new modules. Technology is required to be compliant and meet our customers’ needs. – Administrative Leadership

• The staffing dedicated to this particular area [Business Applications] of IT has been understaffed as compared to demands for many years. With that said I also think the functional units have not done a good job of owning the system, setting priorities and in generally, being effective partners with IT in its development. – Administrative Leadership

A. Cust

omer

Service

s

B. Netw

orking

and C

ollabo

ration

Service

s

C. Infor

mation S

ecurity

Service

s

D. Stud

ent In

formatio

n Adm

inistra

tion Serv

ices

E. Instr

uction

al and

Researc

h Tech

nolog

ies

F.Busine

ss App

lication

Service

s0%

10%20%30%40%50%60%70%80%90%

100%

Do you think this category of service will be more or less important to the University in the future?

This ser-vice will be much more im-portant.

This ser-vice will be more im-portant.

This ser-vice will be somewhat less impor-tant.

26

LEVEL OF IMPORTANCE

Respondents felt that Instructional and Research Technology would be a more important category of service in the future and Information Security Services would be less important.

Survey Results

Customer Quotes

• ….Being overly conservative also slows projects and requires often unnecessary security to put in place further taxing limited OIT resources… – Administrative Leadership

• Ohio University needs to change their business model to stay alive ….. OHIO will have to provide much of it's product in a digital format. – Academic Personnel

• The ability to guide faculty in how to use technology in the classroom will become critical as innovation becomes disruptive from online classes like MOOCs.- Regional Campus IT Staff

• OIT should be positioned to facilitate …Expanded off-site and online activities will be facilitated by technology resources that are not designed primarily for home campus applications. – Academic Leadership

• Recent developments, such as the flipped classroom … are very promising, but we need a greater focus upon addressing the unique needs of individual colleges, departments and programs. - Academic Personnel

A. Cust

omer

Service

s

B. Netw

orking

and C

ollabo

ration

Service

s

C. Infor

mation S

ecurity

Service

s

D. Stud

ent In

formatio

n Adm

inistra

tion Serv

ices

E. Instr

uction

al and

Researc

h Tech

nolog

ies

F.Busine

ss App

lication

Service

s0%

10%20%30%40%50%60%70%80%90%

100%

How do you feel the University has invested in this category of service?

Ohio University underinvests in this service.

Ohio University invests appro-priately in this service.

Ohio University overinvests in this service.

27

LEVEL OF INVESTMENT

Survey respondents believe there is a significant underinvestment in Instructional and Research Technologies, while the current investment in Information Security Services is viewed as appropriate.

Survey Results

Customer Quotes

• Security has improved but seems to almost be over stepping the boundaries of user rights versus network rights.- Distributed IT Staff

• Though it is getting better (slowly), university 'commitment' to online education is not reflected in spending, staffing, or planning. …. Online continues to be a step-child. - Faculty

• I believe OIT is invested in at a rate substantially lower than what other Universities are given the services that are offered. More programs are going online, we need a strong OIT with robust services. – Academic Personnel

• I personally feel that eLearning and Academic Technology need to work together and should hire 5 or 10 new instructional designers to begin to move OHIO course content online. – Academic Personnel

• Again, bandwidth is common factor, but research investment in technology should be a priority to help draw top new research faculty as well as students. - Faculty

Student Information Administration Services : • With the implementation of a new student information system (PeopleSoft), the investment in staff was not adequate. Most of the people who

supported the legacy SIS (and custom applications) are still in place, but their lack of knowledge in newer technologies and/or inability to bring their skills up to speed constantly hinders service delivery. At times, it seems staffing numbers might not be as inadequate as it seems at other times, but the resources certainly seem to be misaligned (e.g., too many staff in departmental support functions, and not enough in student systems support). – Administrative Personnel

• There needs to be a stark realization of how INCOMPLETE the PeopleSoft implementation is – Academic Personnel• PeopleSoft got programmed to work like the old SIS did - no flexibility for course timing, registrar scheduling, billing off the semester system, etc.

We missed a huge opportunity to broaden our offerings both on campus and online! The latter may have been a policy issue but illustrates our not planning ahead as an institution. – Faculty

Customer Service:• One template of service delivery does not fit all academic/administrative unit needs. Some units need greater application support, some

greater web services support, some greater project development, some greater classroom/teaching support. – Distributed IT Staff• Complete centralization does not account for the fact that doing our work in a modern world requires functional staff with VERY STRONG technical

aptitude, or technical staff with VERY STRONG functional aptitude, to be EMBEDDED in our units. Technology IS the functional work in 2014. – Academic Personnel

• Organization is such that some functions are in little dead-end branches of the system so that getting service is more a matter of who you know than anything logical. - Faculty

Networking and Collaboration Services: • Wireless services have always proven to be unreliable. Some new buildings (les than 5 years old) still have spotty wireless reception. But the

NexGen upgrade appears to be making things better. Single Sign-on capability is still missing. Network security still requires a mix of technologies: LDAP, Shibboleth, TLS/SSL, SSH, etc. – Distributed IT Staff

• Mobile devices (smartphones, tablets, etc...) combined with web or app-based administrative services will be a key differentiator in the next five years. People are increasingly going to expect the ability to perform all admin functions from their mobile device or the web. – Regional Administrator

28

ADDITIONAL QUOTES

Several themes from the survey were also communicated during the interview process.

Survey Results

Future state: • Strengthen capacity to support teaching and learning needs, both on-campus and in online programs

- OU needs to develop robust capabilities to deliver programs online, with service levels that match or exceed those available from external services

- The line between online and classroom learning is blurring. Solutions need to support both to be successful- Faculty need effective training and support to take full advantage of academic technology

• Provide the systems and information to allow effective management of the University- Focus on delivering the functionality within SIS and Oracle that customers require- Provide the right information to the right people at the right time to enable effective decision making

• Maintain reliable, secure, and flexible infrastructure to support ever-expanding use of technology• Develop a partnership between the units and IT to ensure customer needs are being met and innovation can occur • Improve governance process to focus on highest priority needs and provide transparency to the University community

29

CUSTOMER FEEDBACK ON THE NEXT 3-5 YEARS

When envisioning the next 3-5 years, OIT’s customers identified building capacity in teaching and learning, managing operational needs in a distributed environment, and having a stable, secure infrastructure as priorities for OIT.

Future of the Institution

OU’s Environmental Scan and opinions of OIT’s customers, supported by Huron’s trend analysis indicate that OU understands where they need to be to manage the changes in higher ed. over the next 3-5 years.

Challenges, Enablers,Customers & Stakeholders

31

Analysis of challenges and enablers can be used to help define critical areas of focus for each goal and strategic objective, noting areas that may affect OIT’s ability to achieve its desired vision, goals and objectives.

ENABLERS

Internal organizational strengths to maintain and build upon:

- OIT has been able to create a strong unified and loyal culture with highly skilled staff who are dedicated to the success of projects and tasks

- OIT has been able to establish a track record of success for the services they provide around security and infrastructure

- OIT has been able to develop relationships across campus that have allowed them to gain infrastructure efficiencies that benefit the University

- OIT has made strategic investments in services that the University has requested like wireless networks and email services

- OIT recently implemented PeopleSoft SIS, giving OIT a foundation to build upon for other similar projects, like Oracle R12

- OIT has the foundations of a governance model in place

External factors that could lead to enhanced ability to succeed in a competitive or constrained environment:

- As the higher education industry develops, the demand for IT services is becoming a greater part of the core mission and vision of the University

- Students are entering the University with more knowledge and expectations for inclusion of technology in their education than ever before

- OIT has been able to establish partnerships across the Ohio region to leverage resources and find efficiencies

- The centralization of distributed IT resources has helped provide clear direction on OIT’s role

- Leadership are relying heavily on data to drive their decision making- OIT is seen as a strategic partner by some leadership across campus- Collaborative culture exists at the University

Challenges and EnablersENABLERS OVERVIEW

32

Analysis of challenges and enablers can be used to help define critical areas of focus for each goal and strategic objective, noting areas that may affect OIT’s ability to achieve its desired vision, goals and objectives.

CHALLENGES

• Internal areas in need of improvement:- IT governance has been established, but there are still challenges with

understanding the process and participants’ roles and responsibilities- The ability to request, as a customer, and have OIT provide access to its

resource capacity and activity can be improved- OIT is still working to establish an effective process for communicating

updates on active internal and customer-requested projects campus wide

- OIT has not established clearly defined service level agreements

- OIT’s does not currently have the staff or funding to align their resources to meet the University’s needs

- The institution and OIT are still developing the process around which OIT services will be paid for in the new RCM model

- OIT does not currently have established dashboards that report their metrics out campus wide

- Additional efficiencies may be needed from an infrastructure standpoint

• External factors that could negatively impact performance/success:- Competing campus priorities inhibit successful IT governance- Academic technology is evolving rapidly - OU has not created an updated institutional strategic plan in recent years- OU struggles to manage expectations around IT projects, which can be

exacerbated by external vendors speaking directly with Units- The development, implementation and use of University Policies and

Procedures is cumbersome and often unsuccessful

- OU lacks an institutional data management strategy- Customers at times have a lack of transparency into how funds are

allocated within OIT and often leads to hesitation to add additional resources

- Sometimes OIT customers are not able to identify points of contact for IT services and bypass established processes

- IT projects often lack functional ownership- Some faculty are not engaged in adopting new technologies, and

academic leadership provides few incentives for them to do so

Challenges and EnablersCHALLENGES OVERVIEW

Customers and StakeholdersSTAKEHOLDER ANALYSIS

Understanding OU’s stakeholders enables OIT to determine how their customers will view the progress against OIT’s strategic plan.

33

Stakeholder Perspective Perceived Success Factors

Board of Trustees / Executive Staff

(President, Provost, CFO)Stakeholder

• Project Dashboard indicating progress against plan• Clean Audits (internal and external)• Risk register and results of risk assessment

Academic Unit Leadership

(Deans, CFAOs)Customer/

Stakeholder• Project Dashboard indicating progress against plan • Results of customer satisfaction surveys

Students

(on-campus, regional, distance)Customer

• Results of customer satisfaction surveys

Faculty Customer • Results of customer satisfaction surveys• Access to system uptimes

Researchers Customer • Access to system uptimes (grants related systems)

Staff Customer• Ticket response times• Access to system uptimes• % of projects approved through governance • Project Dashboard indicating progress against plan

Strategic Plan

35

Office of Information and Technology Vision and Mission

Vision Statement:

The Office of Information Technology will be transformative strategic partners enabling flexibility and innovation to support the University’s vision.

Mission Statement:

To ensure reliable, secure, innovative, and customer-oriented information technology services and solutionsare available to advance the academic mission and objectives of Ohio University. OIT will:

• Provide information technology planning, development and leadership to the University community• Provide a robust, secure, and up-to-date information infrastructure• Investigate new technologies and implement provision of customer-oriented and integrated applications and

services• Provide transparent and measurable management practices

Source: http://www.ohio.edu/oit/cio/aboutoit.cfm

36

Office of Information and Technology Code of EthicsOffice of Information Technology’s Code of Ethics

Teamwork We foster partnerships through being accountable, having dedication, and sharing generously of our time

and energy. We value a spirit of cooperation and collaboration within OIT, Ohio University, and the greater community.

Respect We conduct ourselves with kindness, fairness, courtesy, dignity, and honesty toward others.

Communication We are committed to honesty, openness, and transparency in all our interactions. We are proactive and timely with the information we share. We seek to clarify and illuminate in all of our communication.

Responsibility

We strive to be worthy of the trust that others place in us and are cautious, protective, and law abiding in our work.

We will measure ourselves and our work against the highest standards of responsibility, stewardship, quality, and best practices.

Growth We will invest in the development of our knowledge, expertise and competency. We strive to help all we encounter through service and education.

Excellence We seek to maintain the excellence of the Ohio University through proactive, knowledgeable, strategic and innovative decisions.

Community

We embrace our responsibility to the heritage of Ohio University and accept the challenge to carry it forward to future generations.

We contribute to this larger community through charitable giving and active participation. We value the culture and history of the University, the local community, and the region.

Source: http://www.ohio.edu/oit/cio/ethics.cfm

• Collaborative: OIT will partner with the University to clearly establish technology roles and responsibilities, ensure measurable accountability, and enable strong lines of communication.

• Decision Making: Priorities will be driven by the academic mission of the Institution through a clearly defined governance structure to align OIT initiatives with the Institution’s overall strategic objectives.

• Technology Leadership: OIT will engage the University to understand its needs and suggest leading practices the Institution can embrace.

• Innovation: OIT will cultivate knowledge and understanding of emerging technology trends and work collaboratively with the units to identify, test and adopt appropriate new innovations.

• Enterprise Infrastructure: OIT will work with the units to ensure appropriate technology infrastructure and security are in place to enable University operations in an effective and efficient manner.

37

OIT Guiding Principles

Guiding principles provide the basis for reasoning and action in the development of effective implementation strategies that meet customer needs. In effect, guiding principles direct the movements of an organization.

OIT Guiding Principles

Office of Information and Technology Strategic Plan

DRAFT Goals DRAFT Strategic Objectives

1.0 Enhance support and innovation for instruction, learning, and research

1.1 Enhance instructional technology support to enable quality teaching and learning 1.2 Enable delivery of online teaching and learning technology and the supporting processes based on the academic mission and priorities1.3 Establish and grow a technology roadmap that meets the needs of current and prospective researchers

2.0 Acquire and retain the appropriate skills and resources to align with the Institution’s mission

2.1 Align, enhance, and retain the IT workforce with the staffing and skill levels needed to serve the needs of the Colleges2.2 Support faculty and staff to better use the available portfolio of technologies 2.3 Deliver defined IT services through a deliberate mix of central and distributed resources to meet the Units’ specialized needs

3.0 Foster collaboration and customer service through proactive partnerships with students, faculty & staff

3.1 Facilitate open communication with the Units regarding IT capabilities3.2 Partner with students, faculty and staff in a collaborative fashion to evaluate and deliver solutions that meet their needs3.3 Refine the governance process to transparently identify and prioritize the University’s IT needs and ensure these priorities are appropriately funded

4.0 Serve constituents utilizing university-wide information systems by increasing access to these systems and institutional data

4.1 Provide an effective reporting and analytics platform to enable data-driven decision making 4.2 Manage enterprise information systems as an integrated portfolio 4.3 Implement adaptable and user-friendly solutions that support efficient and effective service delivery and business processes

5.0 Provide a sustainable robust, flexible and secure infrastructure

5.1 Ensure that all core infrastructure services efficiently and effectively meet the needs of the community5.2 Be proactive and vigilant in enhancing the confidentiality, integrity and availability of the Institution’s information assets5.3 Enhance flexibility of core infrastructure to improve integration across University and external systems

6.0 Pursue operational excellence in the management of technology resources and delivery of services

6.1 Expand standards-based approaches for service delivery, project management and information assurance6.2 Publish the IT service catalog and include periodic reviews to optimize service offerings6.3 Evaluate and develop meaningful metrics to quantify the benefit and cost of technology services

OIT will enable the University to achieve its mission and vision through these goals and strategic objectives:

GOALS AND STRATEGIC OBJECTIVES

Performance Measures

40

Performance MeasurementIDENTIFYING MEASURES AND METRICS

Performance measures are management tools and control mechanisms that better enable an organization to:

• Gauge progress towards strategy• Monitor and manage organizational performance to identify performance strengths, gaps, and appropriate

improvement actions• Inform management, leadership, and stakeholders of status and progress

Performance measures at the OBJECTIVE level should be specific and may be a combination of effectiveness and efficiency

Performance measure selection process:

Identify Potential Measures

Apply Screening Criteria

Review Goals Downselect Measures

• Relevance• Usefulness• Feasibility• Completeness

Goal 1

Goal 2

Goal 3

• Desired results• Effectiveness• Efficiency

Potential Measures

Goal 3 Measure

Goal 2 Measure

Goal 1 Measure

41

DRAFT

OVERVIEW OF CRITICAL MEASURES

Using the Balanced Scorecard approach allows OU to ensure that the metrics identified as priorities for the institution and are evenly distributed.

Process

• Governance Review and Approval Tracking

• OIT Operational Metrics

Goals & Objectives

Financial

• Project Status Tracking

Customer Service

• Faculty/Staff satisfaction Survey Results• Student satisfaction Survey Results

Organization

• Employee Satisfaction Survey Results• % FTE Time Allocated to Projects

Performance Measurement

Top Customer MetricsPER THE STAKEHOLDER ANALYSIS MEETING

42

Metric Dashboards: Governance Approved Project Dashboard:

• Governance Review and Approval Tracking• Project Status Tracking

Customer Satisfaction Dashboard:• Overall Faculty and Staff Satisfaction• Overall Students Satisfaction

OIT Operations Dashboard:• Employee Satisfaction• % FTE Time Allocated to Projects• OIT Operational Metrics

Through discussions with the stakeholders, directors and executive leadership, three main areas have been identified to indicate success of the OIT strategic plan.

Developing metric dashboards will allow for an increase in transparency into OIT’s operations, indicating areas of success and areas for improvement to interested stakeholders.

Governance Approved Project DashboardMETRIC DETAIL – GOVERNANCE COMMITTEE REVIEW AND APPROVAL TRACKING

Title of Metric Governance Committee Review and Approval Tracking

Metric Definition • The Governance Committee Review and Approval Tracking is a frequently updated, publicly shared, tool that captures and reports the status of projects proposed through the governance process.

Metric Purpose • Tracking the approval process affords customers more transparency and serves as an indicator of the efficiency and effectiveness of the governance process.

Metric Formula

• % of Projects Initially Reviewed through the OIT PMO within 30 Business Days = (# of projects assigned a status within 30 business days / # of projects assigned a status)*100

• % of Projects Initiated without an PRF = ( # of projects without an PRF / Total # of projects)• % of Approved Projects Initiated = (# of initiated governance approved projects / # of governance approved projects)*100Note: A report will need to be accessible with this metric that depicts the following types of information - Project Name, Date Received, Date Governance Determined Priority (High, Low, No priority), Priority, Date Governance Review Status (Approved, Reviewing, Rejected), Status

Reporting Frequency • % of Projects Reviewed within 30 Business Days and % of Approved Projects Initiated - Annually • Governance Committee Project Review Status Report – Updated after each Governance Committee Meeting

Data Collection Source• Project Request Forms (PRF) submitted to the OIT PMO • OIT Procurement Requests submitted through BobcatBUY• List of OIT projects and statuses

Who Collects the Data • OIT PMO

Scoring Criteria• 100% of projects reviewed within 30 days • 0% of projects submitted without an PRF• 100% of approved projects are initiated Note: Governance Committee Project Review Status Report should be published after each Governance Committee Meeting

Distribution • Share on the OIT Website – publicly to campus

43

Governance Approved Project DashboardMETRIC DETAIL – PROJECT STATUS TRACKING

Title of Metric Project Status Tracking

Metric Definition • The Project Status Tracking tool is a continually updated, publicly available tool that shows projects that have been selected to move forward to help demonstrate their progress.

Metric Purpose • Projects that indicate that they are within budget, scope and timeline will indicate good management of institutional resources. Post-project customer satisfaction indicates whether projects delivered their intended value.

Metric Formula

• % Variance from Budget To-Date for Governance High Priority Projects = (Total actual spend / Total estimated spend to-date)*100

• % of Governance High Priority Projects on Track = ( # of Green High Priority project statuses / # of High Priority projects)*100

• % of Governance High Priority Projects Completed On Time = (# of High Priority Projects completed on time against original scope / # of Total High Priority Projects completed)*100

• % of Post-project Sponsors Satisfaction on Governance High Priority Projects = (Sum of response of satisfied and very satisfied/ Total responses to overall satisfaction)*100

Reporting Frequency • Continually updated with the project statuses

Data Collection Source • OIT Project Team Leads• Project Sponsors

Who Collects the Data • OIT PMO

Scoring Criteria• OIT should establish a baseline during the first year of the tracking. After establishing the baseline OIT should aim to

improve in each area in subsequent years. Note: Change orders can be put through to indicate a change in the budget, timeline and scope.

Distribution • Share on the OIT Website – publicly to campus

44

Customer Satisfaction DashboardMETRIC DETAIL – OVERALL FACULTY AND STAFF SATISFACTION

Title of Metric Overall Faculty and Staff Satisfaction

Metric Definition • The customer satisfaction survey is an annual survey sent to faculty and staff and discussed during yearly reviews with campus leadership to provide overall satisfaction ratings on OIT.

Metric Purpose • High satisfaction ratings indicate that OIT is successfully meeting the needs of the OU faculty, staff and leadership.

Metric Formula• % of Faculty and Staff Satisfaction = (Sum of responses of faculty and staff satisfied and very satisfied/ Total responses to

overall faculty and staff satisfaction)*100 • % of Leadership Satisfaction = (Sum of responses of leadership satisfied and very satisfied / Total responses to overall

leadership satisfaction)*100

Reporting Frequency • Annual

Data Collection Source • Finance and Administration Customer Service Survey • Leadership interviews/ survey

Who Collects the Data • Customer Support Services

Scoring Criteria• OIT should establish a baseline of customer satisfaction during the first year of the survey. After establishing the baseline

OIT should aim to improve satisfaction in each area in subsequent years. • Responses ranging from 0-6 (6 indicating highly satisfied) on a 6-point Likert scale

Distribution • Share on the OIT Website – publicly to campus

45

Customer Satisfaction DashboardMETRIC DETAIL – OVERALL STUDENT SATISFACTION

Title of Metric Overall Student SatisfactionMetric Definition • The student satisfaction survey is an annual survey sent to students to provide overall satisfaction ratings on OIT.

Metric Purpose • High satisfaction ratings indicate that OIT is successfully meeting the needs of the students.

Metric Formula • % of Student Satisfaction = (Sum of response of satisfied and very satisfied/ Total responses to Overall Student Satisfaction)*100

Reporting Frequency • Bi-Annually

Data Collection Source • OIT Student Service Survey

Who Collects the Data • Customer Support Services

Scoring Criteria• OIT should establish a baseline for student satisfaction during the first year of the survey. After establishing the baseline

OIT should aim to improve satisfaction in each area in subsequent years. • Responses ranging from 0-6 (6 indicating highly satisfied) on a 6-point Likert scale

Distribution • Share on the OIT Website – publicly to campus

46

OIT Operations DashboardMETRIC DETAIL – EMPLOYEE SATISFACTION SURVEY

Title of Metric Employee Satisfaction

Metric Definition • The Employee Satisfaction Survey is an annual survey sent to OIT employees to provide overall satisfaction with working in OIT.

Metric Purpose • High satisfaction ratings indicate that OIT is successfully meeting the needs of their employees.

Metric Formula • % of Employee Satisfaction = (Sum of response of satisfied and very satisfied/ Total responses to Overall Employee Satisfaction)*100

Reporting Frequency • Annual

Data Collection Source • OIT Year-end Employee Satisfaction Survey

Who Collects the Data • Office of the CIO

Scoring Criteria• OIT should establish a baseline of employee satisfaction during the first year of the survey. After establishing the baseline

OIT should aim to improve satisfaction in subsequent years. • Responses ranging from 0-6 (6 indicating highly satisfied) on a 6-point Likert scale

Distribution • Share annually in an internal OIT newsletter

47

OIT Operations DashboardMETRIC DETAIL – % FTE TIME ALLOCATED TO PROJECTS

Title of Metric % FTE Time Allocated to Projects

Metric Definition • The % FTE Time Available for Strategic Projects is a annual metric that provides insight into the OIT staff’s availability to work on projects outside of the maintenance and operational work.

Metric Purpose • Understanding the balance between projects and maintenance will help align the number of accepted projects with available resources.

Metric Formula• % FTE Time Allocated to Projects = ((Sum of working hours in a year * # of OIT employees) – (Sum of hours # of OIT

employees allocated to operations in a year) / (Sum of working hours in a year * # of OIT employees))*100• % FTE Time Allocated by Project Type = (Total FTEs allocated to [Project Type] / Total FTEs allocated to Projects)*100

• Project Types: Colleges, Central Administration, Central Academic, Student Affairs, Infrastructure

Reporting Frequency • Projected Annually• Updated Quarterly

Data Collection Source• OIT Directors• SmartSheet • PupEE

Who Collects the Data • OIT PMO

Scoring Criteria • OIT should establish a baseline during the first year of the tracking. After establishing the baseline OIT should aim to improve in each area in subsequent years based on feedback from the Governance Committee.

Distribution • Share on the OIT Website – publicly to campus

48

OIT Operations DashboardMETRIC DETAIL – OIT Operational Metrics

Title of Metric OIT Operational Metrics

Metric Definition• % of Systems Uptime and Ticket Response Time are an annually reported metrics to campus that provide campus an

understanding of the operations and tactical services of OIT. These can be a strong indicator of how well OU’s infrastructure is operating and core services are performing.

Metric Formula • Number of outages outside of planned uptime = (Sum of # of unplanned [system] outages) • Average time to respond to a ticket = (Sum(Time to respond per ticket) / Total # of tickets submitted)

Reporting Frequency • At least annually (more frequently if desired)

Data Collection Source • Selected systems (Network, Oracle, PeopleSoft, Blackboard, Email Exchange, FrontDoor), FootPrints

Who Collects the Data • The Infrastructure and Systems and Operations, Customer Support Services

Scoring Criteria• OIT will establish a baseline during the first year of tracking. After establishing the baseline OIT will aim to improve in each

area in subsequent years based on determined SLAs.• Tickets will be responded to within 24 hours of receipt Note: OIT should communicate historical trends while communicating the current system up times

Distribution • Share on the OIT Website – publicly to campus

49

*Note: OIT will have scheduled downtime for their systems which will be properly posted and communicated to campus prior to the event. In addition these downtimes will be strategically planned to have a minimal impact to the campus.

Alignment

Goal – Customer Feedback AlignmentCUSTOMER FEEDBACK SUPPORT ALIGNMENT

51

Customer Feedback

Strengthen capacity to

support teaching and learning

needs, both on-campus and in

online programs

Provide the systems and information to

allow effective management of the

University

Maintain reliable, secure, and flexible

infrastructure to support ever-

expanding use of technology

Develop a partnership with the

units to ensure customer needs are met and innovation

can occur

Improve governance process to focus on highest priority needs and

provide transparency into

the process

Goals

1 Enhance support and innovation for instruction, learning, and research

2 Acquire and retain the appropriate skills and resources to align with the Institution’s mission

3 Foster collaboration and customer service through proactive partnerships with students, faculty & staff

4Serve constituents utilizing university-wide information systems by increasing access to these systems and institutional data

5 Provide a sustainable robust, flexible and secure infrastructure

6 Pursue operational excellence in the management of technology resources and delivery of services

Below is the alignment of the customer feedback to the Goals that have been identified as part of the OIT Strategic Plan. Legend - Fully Supports: Partially Supports:

Goal – Guiding Principle AlignmentGUIDING PRINCIPLE SUPPORT ALIGNMENT

52

Guiding Principles

Collaborative

Decision Making Technology Leadership Innovation Enterprise

Infrastructure

Goals

1.0 Enhance support and innovation for instruction, learning, and research

2.0Acquire and retain the appropriate skills and resources to align with the Institution’s mission

3.0Foster collaboration and customer service through proactive partnerships with students, faculty & staff

4.0

Serve constituents utilizing university-wide information systems by increasing access to these systems and institutional data

5.0 Provide a sustainable robust, flexible and secure infrastructure

6.0Pursue operational excellence in the management of technology resources and delivery of services

Below is the alignment of OIT Guiding Principles to the Goals that have been identified as part of the OIT Strategic Plan.

53

Goal – Metric Alignment

Below is the alignment of OIT metrics to the goals that have been identified as part of the OIT Strategic Plan.

Goals

1.0 2.0 3.0 4.0 5.0 6.0

Enhance support and innovation for

instruction, learning, and research

Acquire and retain the appropriate skills

and resources to align with the

Institution’s mission

Foster collaboration and customer service

through proactive partnerships with

students, faculty & staff

Serve constituents utilizing university-wide information

systems by increasing access to these

systems and institutional data

Provide a sustainable robust, flexible and

secure infrastructure

Pursue operational excellence in the management of

technology resources and

delivery of services

Metrics

Governance Review and Approval Tracking

Project Status Tracking

Overall Faculty and Staff Satisfaction

Overall Student Satisfaction

Employee Satisfaction

% FTE Time Allocated to Projects

OIT Operational Metrics

Legend - Fully Supports: Partially Supports:

GOAL SUPPORT ALIGNMENT

Implementation Plan

Development of Initiatives• Identify initial set of 15-20 initiatives to advance the strategic objectives and determine business and technology

requirements for initial set of validated initiatives• Identify staffing and funding needed to execute initial initiatives and determine gaps • Identify customer owners for each initiative• Execute PRFs for all governance level initiatives • Obtain leadership approval for funding and resources

Communication and Reporting• Communicate strategy to campus• Finalize, track and report initial set of metrics

Annual Strategic Plan Review • Schedule annual internal review meetings with OIT leadership to discuss:

– Review goals and objectives against feedback collected to ensure continued relevancy – Create an updated initiative list based on campus priorities and progress to-date– Annually communicate updated strategy and initiatives to campus

55

Implementation PlanNEXT STEPS TO IMPLEMENT OIT STRATEGIC PLAN

Development of a strategic plan is not stagnant, there is an iterative process that must occur in order for the strategic plan to stay relevant.

The above steps will help drive the achievement of the strategic plan’s goals over its lifetime.

56

Observed Risks

Staffing: Some of the needs expressed by the University and reflected in the OIT strategic plan can likely be met by realigning existing resources; however, there are several areas which will require additional staffing to be successful, including:• Academic Technology• Business Systems• Distributed IT Support / Customer Advocacy

Governance: OU has been able to establish the foundation for a working governance model. However the model has been repeatedly described as needing improvement by customers, governance committee members and OIT leaders.

Ability to Execute: Support from across the University will be needed to ensure that the priorities set in the OIT strategic plan can be successfully addressed• Institutional leadership needs to support the priorities identified by the community through the OIT strategic planning process and ensure that

the majority of OIT projects are aligned to the plan. They also need to support approval of a project workload for OIT that matches available resources.

• OIT leadership needs to clearly communicate resources available to work on projects, identify resource and skill gaps, and focus on efficient execution against priorities.

• Customer leadership will need to take ownership of projects in their areas and ensure that functional resources are available to meet project needs in a timely manner.

Balance in an RCM Environment: It has not yet been determined how IT services will be funded in the new RCM model. Care will be required to support local needs without creating redundant services, and funding transparency will be required to have meaningful discussions regarding IT services, service levels, and costs.

As an independent advisor to the strategic planning process, Huron observed several key risks that could impede the execution of the OIT strategic plan and should be addressed

STAFFING

Appendix

Appendix

Name Department/Unit

Aaron Leatherwood Office of Information Technology

Aaron Schwartz College of Arts & Sciences, OPIEAdam Yulish College of Business, Management Information Systems

Ben Stuart Russ College of Engineering and Technology, Civil Engineering

Beth Novak School of Media Arts & SciencesBrian Bowe Office of Information Technology

Brian Phillips Heritage College of Osteopathic Medicine

Brice Bible Office of Information Technology

Bryan Benchoff Office of the VP for University AdvancementCandace Boeninger Office of Undergraduate Admissions

Candice Morris Office of Information Technology

Caryn Asleson Office of the VP for Student Affairs

Charles Cooper Office of Information Technology

Charlotte Elster College of Arts & Sciences, Physics & Astronomy

OIT STRATEGIC PLAN INTERVIEW LIST

Appendix

Name Department/Unit

Christine Wolfe Lancaster Campus, Computer Science Technology

Christopher Sandford College of Arts & Sciences, Physics & AstronomyCraig Cornell Office of the Provost

David Descutner University College

David Koonce Russ College of Engineering and TechnologyDavid Moore Patton College of Education, Educational Studies

David Resler Office of Information Technology

David Underwood College of Business

DeAnna Russell College of Fine ArtsDeb Gearhart eLearning

Debra Benton Registrar's Office

Dennis Irwin Russ College of Engineering and Technology

Don Pendergast Office of Information Technology

Doug Peittit Scripps College of Communication

OIT STRATEGIC PLAN INTERVIEW LIST

Appendix

Name Department/Unit

Douglas Bowie Scripps College of Communication, School of IT and Telecommunication Systems

Duane Starkey Office of Information TechnologyElizabeth Sayrs College of Fine Arts, School of Music

Eugene Geist Patton College of Education, Teacher Education

Greg Fialko University Human ResourcesGreg Kessler College of Arts & Sciences, Linguistics

Gwyn Scott Auxiliaries

Heather Krugman Scripps College of Communication

Henry Heilbrunn Board of TrusteesHoward Welser College of Arts & Sciences, Sociology & Anthropology

Hugh Sherman College of Business

James Goble Russ College of Engineering and Technology, EECS

James Smith Lancaster Campus, Dean's Office

Jay Beam Office of Information Technology

OIT STRATEGIC PLAN INTERVIEW LIST

Appendix

Name Department/Unit

Jeffery DiGiovanni College of Health Sciences and Professions, Rehabilitation and Communication Sciences

Jeffery Harmison Scripps College of Communication, WOUBJennifer Hall-Jones Office of the Dean of Students

Jennifer Klein University College

Jeremy Schaffer Baker University CenterJerry Massie College of Arts & Sciences, Psychology

Jill Ingram College of Arts & Sciences, English

Jim Schaus Athletic Department

John Day Office of the Provost; College of BusinessJohn Gilliom College of Arts & Sciences, Political Science

Joseph Pauwels Office of the VP for University Advancement

Joseph Shields Office of the VP for Research; Graduate College

Julie Allison Office of the VP for Finance and Administration

Kenneth Bailey Office of Information Technology

OIT STRATEGIC PLAN INTERVIEW LIST

Appendix

Name Department/Unit

Kenneth Dobo College of Health Sciences and Professions, Rehabilitation and Communcation Sciences

Larry Tumblin Zanesville Campus, Information TechnologyLawrence Witmer Heritage College of Osteopathic Medicine, Biomedical Sciences

Liesta Walker Zanesville Campus

Linda Lonsinger University Human ResourcesMary Malone Southern Campus

Matt Tragert College of Fine Arts

Matthew Dalton Office of Information Technology

Michael Tedesco Graduate CollegeMike Gebeke Facilities Management

Mike Snavely eLearning

Nebra Plant Library

Pam Benoit Office of the Provost

Patrick Beatty Registrar's Office

OIT STRATEGIC PLAN INTERVIEW LIST

Appendix

Name Department/Unit

Paul Allen Lancaster Campus

Paul Deering Russ College of Engineering and Technology, ETMPaul Schmittauer College of Arts & Sciences, Chemistry and Biochemistry

Peter Lim Eastern Campus

Peter Trentacoste Office of the VP for Student AffairsRandy Leite College of Health Sciences and Professions

Raymond Frost College of Business, Management Information Systems

Rick Manderick Office of Information Technology

Robert Bulow Registrar's OfficeRobert Frank College of Arts & Sciences

Roderic McDavis Office of the President

Roger Varner Office of Information Technology

Ron Yoakem Chillicothe Campus

RuthAnn Althaus College of Health Sciences and Professions, Social and Public Health

OIT STRATEGIC PLAN INTERVIEW LIST

Appendix

Name Department/Unit

Ryan Lombardi Office of the VP for Student Affairs

Sam Girton Scripps College of Communication, Visual CommunicationScott Seaman Library

Sharell Andrews-Arocho College of Arts & Sciences, Political Science

Shari Smith Facilities ManagementShawn Ostermann Russ College of Engineering and Technology, EECS

Shawna Bolin Facilities Management

Shelley Ruff Office of Information Technology

Sherry Downs Bursar's OfficeStephen Golding Office of the VP for Finance and Administration

Stephen Skidmore Scripps College of Communications, WOUB

Taeil Kim Voinovich School of Leadership and Public Affairs

Teresa Franklin Patton College of Education, Educational Studies

Terry Conry Office of the VP for Finance and Administration

OIT STRATEGIC PLAN INTERVIEW LIST

Appendix

Name Department/Unit

Thomas Hayes College of Fine Arts, Film

Tim Grubb College of Arts & Sciences, Geological SciencesTimothy Cain Heritage College of Osteopathic Medicine

Timothy Hibbard Office of the VP for Research

Tom Baker College of Arts & Sciences, EnglishValerie Miller Financial Aid

Vic Matta College of Business, Management Information Systems

William Modzelewski Chillicothe Campus

William Mullins Registrar's OfficeWilliam Perry Office of Information Technology

OIT STRATEGIC PLAN INTERVIEW LIST