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Information Technology Strategic Plan

Related Links Background Communications Current State Future State Gap Analysis Annual Achievement Report Academic Plan Leadership Agenda

Contents  IT Strategic Plan (pdf)  Overview  Message from the CIO  Executive Summary  Ohio State's Information Technology Vision  What Ohio State Needs: Critical Success Factors  Strategic Initiative: Governance and Communications  Implementation  Conclusion  Appendix A: Project Participants  Appendix B: The Planning Process  Appendix C: Current State Analysis Details  Appendix D: Current State and Academic Plan  Appendix E: Technology Days Details  Appendix F: Focus Group Discussion Details  Appendix G: Future State Emerging Themes  Appendix H: Gap Analysis Details  Appendix I: Strategic Initiatives Details  Appendix J: Strategic Initiatives Funding

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Governance and Communications  Strategic Initiative

 Summary
 Full Description
 Benefits
 Proposed Leadership
 Metrics
 Estimated Investments/Potential Funding
 Recent Actions
 List of Strategic Initiatives

Summary
Because information technology affects all individuals and units on campus, the university needs an IT governance structure that is collaborative, advisory, consultative, comprised of both central and distributed representation and one that includes all areas of the university community. The university can nurture a collaborative environment by improving communications between central and distributed information technology areas and by establishing an IT staff training and career development program. A communication plan that covers all forms of interactions will improve opportunities for collaboration and consultation within the campus community and enhance mutual understanding and trust. Improved governance and communication includes resource coordination, which can be accomplished by expanding interdisciplinary teams to bring together groups from across campus and regional campuses around mutual and special projects needed for information technology to work well for all users. These projects would include training, storage, security, networking, system performance, server support, software licensing and communication of available resources.

Full Description

Part 1 - Establish a collaborative, advisory and consultative IT governance structure, comprised of both central and distributed representation, to coordinate decision-making and resource allocation. Clarify central and distributed IT roles, positions and services to reduce confusion and duplicated services where possible and to improve understanding among the university community of where to access needed services.

Part 2 - Develop and maintain a communication plan and strategy to improve two-way communications between central and distributed IT.

Because information technology affects all individuals and units on campus, the university needs to create an IT governance structure that is collaborative, advisory, and consultative, one comprised of both central and distributed representation and includes all areas of the university community. The governing body will evaluate and coordinate resource allocation, advising and recommending strategies to make the best use of the university’s IT resources; clarify central and distributed IT roles, positions and services to reduce confusion and duplicated services and improve communication on access to needed services; and foster an environment in which central and distributed resources complement rather than compete with each other. The governing group can also become an effective advocate for resources that fulfill the initiatives of this plan and the university’s Academic Plan. This initiative also includes expanding interdisciplinary teams to build upon existing working groups and creating a framework to bring together groups around mutual and special projects needed for IT to work well for all users, such as training, storage, security, networking, system performance, server support and communication of IT available resources.

The university can nurture a collaborative environment by developing a plan and strategy to improve communications between central and distributed IT areas. A communication plan that covers all forms of interactions – written, verbal, and electronic – will improve opportunities for collaboration and consultation within the campus community and enhance mutual understanding and trust. This plan should document venues and occasions for the dissemination of information between the central and distributed IT organizations and clarify purposes, means and circumstances for current, timely and targeted communication.

Benefits

• Improved ability for central and distributed information technology organizations to make decisions, balance resources and leverage purchasing opportunities and resource sharing, including a shared Remedy system (the Help Desk's trouble ticket system used to report and track system incidents)
• Development of a trusting and sharing university environment that fosters mutual respect and understanding, team spirit, and better decision making on the part of both the central and distributed information technology organization
• Easy-to-obtain services that meet expectations
• Better maintained and supported systems
• A trusting and sharing environment with mutual respect, understanding and team spirit rather than finger-pointing
• A decrease of all information technology unit costs, complexity and duplication
• Better customer service and coordination of services
• Better understanding of who does what so customers know where to seek assistance
• More efficiency of operations
• Higher economies of scale
• Opened lines of communication
• Less frustration and better work conditions
• More capabilities

Proposed Leadership

• Deans
• Colleges/Regionals
• Departments
• Chief Information Officer
• University Senate
• Office of Academic Affairs
• Office of Business and Finance
• University Senate Council on Libraries and Information Technology

Metrics

• Number of collaborative teams working on IT areas of mutual interest
• Customer satisfaction indicators for poll data
• Creation of a common governance structure
• Creation of the priorities
• Shifting of resources to meet priorities
• Number of formal meetings between central and distributed organizations
• Number of joint projects between central and distributed units
• Regularly updated CIO web site
• List of roles and responsibilities
• List of defined services and source of funding for the services

Estimated Investments/Potential Funding

• Participants' time and support to develop and implement strategy to improve communications
• Participants' time and support to serve on teams

Recent Actions

• New University Senate Council on Libraries and information Technology in place for this academic year
• CIO was invited to participate as a member of the University Coordinating Council

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