ITS Strategic Direction

Strategic Objectives

  • Best in class technology enhanced education - We want to help drive student outcomes and workforce development.
  • Powerful, accessible and easy to use and scalable research IT services - We can support research acceleration by democratizing access to high performance computing, research data and datasets, data visualization tools and programming support.
  • Business process optimization/automation - We can help dramatically lower operational costs and risks by investing to streamline and automate campus processes, standardize our own internal processes and tools, and reduce duplicative services.
  • Create world-class digital experiences - This elevates our reputation with students, faculty, staff and other constituents by showing not telling what a great brand experience looks like.
  • Innovating through partnerships - Leverage the power of our faculty, staff, alumni and corporate partners to experiment with creating new revenue streams and different business models.

Operating Principles

  • Customer Driven, User focused - Adopt product management practices so that we are driven by and aligned with the needs of our customers. Adopt User Experience practices so that we are always focused on the needs of the user. Be deliberate in balancing the needs between both.
  • Agile Projects, Lean Operations - Adopt Agile practices like Scrum for managing our portfolio of products, projects and services. Manage our operations use Lean practices like Kanban and Six Sigma.
  • Inclusive and Accessible Innovation - IT doesn't create value by ourselves we create value with partners. We can work in a way that we always seek to include partners in the execution of ideas and we make ourselves visible and accessible to partners to explore new ideas.
  • Do, Learn, Celebrate and Share - We can work in a way where we learn from everything that we do; wether they be success or failures. We celebrate each both success and failures as learning moments. We share our deeds, our learnings and our celebrations to increase organizational learning and to signal to the world who we are.
  • Showcase successes, lead conversations - When we've achieved something noteworthy we take the time to tell to people about it. We showcase to inspire the opportunity to innovate with others. We lead conversations about possibilities to amplify and accelerate great ideas that are inspired by success.
  • Transparent shared governance - We make it clear to our stakeholders how decisions get made, who makes the decision and how to influence the decision.

Near-Term Priorities

Spring Quarter 2020

  1. Mitigate the negative impact of the COVID-19 health crisis.
    • Communicate on COVID-19 developments and provide resources to support staff.
    • Provide support for essential services (e.g., ensuring systems remain secure, patching, etc.)
  2. Enhance remote teaching, learning, and working.
    • Enable fully remote instruction and online lecture recordings by expanding and improving the tools and support available.
    • Enable an effective solution for enterprise media storage.
    • Develop a solution to allow students off-site access to software available in our campus computer labs.
    • Continue to improve classroom technology for remote instruction so that classrooms are ready when in-person classes resume.
  3. Improve campus residential networking and expand capacity for a shift to primarily remote access via the Campus Virtual Private Network (VPN).
  4. Implement Cybersecurity enhancements to mitigate new or heightened security threats resulting from remote work/instruction.
  5. Support our ITS organization in staying connected, working productively, and contributing effectively remotely. Improve operational efficiency through projects tied to ITS strategic objectives and operating principles.