University IT Strategy 9/16/16

IT Strategy http://u.osu.edu/ITStrategy The most important message for today… “Feedback is a gift, please be generous” “Today is more conversation than presentation”

WHO CONTRIBUTED DIRECTLY? IT Strategy http://u.osu.edu/ITStrategy WHO CONTRIBUTED DIRECTLY? Timothy Smith, Chief Information Officer – ASC John Link, Chief Information Officer, Student Life Catherine Bindewald, Chief Information Officer, Vet Information Systems Marsha Henfer, Chief Information Officer, College of Engineering Jim Null, Chief Information Officer, Athletics & Business Advancement Ronald Salyers, Sr Director of IT, Office of Academic Affairs Brian Newcomb, Director of Technology, Process & Data Solutions, Office of Human Resources David Kieffer, Sr Director Enterprise Applications, OAA Mike Hofherr, VP and CIO, OAA Diane Dagefoerde, Deputy CIO, OAA Bob Corbin, Sr Director Infrastructure, OAA Helen Patton, Chief Information Security Officer, OAA Steve Fischer, Sr Director, Bl and Analytics, OAA Robert Griffiths, AVP Distance Education, OAA Matt DeVore, Chief Information Officer, CFAES Michael Chakerian, Sr Systems Manager, CFAES Tracey Richardson, Sr Director, Service Management Office, Office of Academic Affairs Joe Roush, Chief Information Officer, College of Education and Human Ecology Additional feedback was provided by the members of the IT Partnership Council.

IT Strategy http://u.osu.edu/ITStrategy WHERE WE ARE TODAY

HOW WE GOT HERE… VERSION 1 VERSION 2 VERSION 3 VERSION 4 IT Strategy http://u.osu.edu/ITStrategy HOW WE GOT HERE… VERSION 1 VERSION 2 VERSION 3 VERSION 4

IT Strategy http://u.osu.edu/ITStrategy IS THIS A STRATEGIC PLAN? The IT Strategy is not a strategic plan. It is a common commitment to coordinate investments across these 7 areas during planning activities by each unit or by groups of partnering units.

IMPROVED TECHNOLOGY EXPERIENCE IT Strategy http://u.osu.edu/ITStrategy IMPROVED TECHNOLOGY EXPERIENCE FOUNDATION The quality of the faculty, staff and student experience should be a primary driver when making investments in technology.

IT Strategy http://u.osu.edu/ITStrategy ENVIRONMENT The larger environmental context that shapes how investments are made in the 7 areas requires that we: Ensure that IT investments create value for students, faculty and staff Collaborate as members of the IT community to adopt, improve and communicate the strategy Support President Drake’s vision to reduce operating costs and to generate new revenues

Empower Teaching Innovation IT Strategy http://u.osu.edu/ITStrategy INVESTMENT AREAS Mobile First Empower Teaching Innovation Advance Research Lean IT Effective Risk Mgmt Develop Talent Analytics Embracing mobile devices as the primary way people interact with the university. Ensuring a seamless mobile experience both on and away from campus. Analytics are an important consideration for the data available within individual systems and how they fit into the entire OSU data ecosystem. Helping units to leverage services and tools that advance adoption of technology-empowered courses and program delivery models. Technology solutions should enhance the reputation of Ohio State as a national leader in research to increase our ability to attract top faculty and students. Focusing on people, processes, and technology in order to reduce waste, variability, and inflexibility. Ensure compliance with regulations, information integrity, confidentiality and availability. Our ability to continually deliver innovative technology solutions depends on the knowledge and skillsets of our IT staff

IT Strategy http://u.osu.edu/ITStrategy WHAT’S NEXT? The IT Strategy is based on the input of the university community and leaders. You have an opportunity to design our path forward.  OUR SHARED CHALLENGE Phase out on-campus server rooms and data centers. Make wireless the primary connection method for faculty, staff, and students. Have at least one staff member in each unit attain Lean IT Foundation certification. OUR ASK Create a roadmap for how your unit will contribute to at least 4 of the 7 investment areas in the IT Strategy. Server Room Challenge Ohio Task Force on Affordability and Efficiency https://www.ohiohighered.org/sites/ohiohighered.org/files/uploads/affordability-efficiency/Summary_Action-Steps-to-Reduce-College-Costs.pdf Students Benefit! Access and affordability via efficiency savings. Recommendation 5E | Data centers: Institutions must develop a plan to move their primary or disaster recovery data centers to the State of Ohio Computer Center Why? Reduce risk (common disaster recovery sites, prevent data loss, increase security, be resilient against external attacks) Simplify infrastructure (virtualize, reduce footprint, evaluate workloads) Invest in the right things (no more capex for local server rooms) Prepare for future cloud services (pay only for what you use, increase flexibility) OCIO completed this in August 2015 ($2.3M, 100+ racks moved). Operations are stable; co-location services are available. Data Center Operating Costs - $200k less per year over FY13. Estimated ~$1m less than projected FY16 to stay at KRC Infrastructure Servers/Storage operating costs – Moving to converged reduced costs by ~$1M per year Power consumption – cut in half (430Kw to ~220Kw) Tier III data center – OSU data center was considered Tier 1 or less Fewer OSU Staff – from 5.25 to <1. Estimated as high as 9 FTE to build and operate an OSU data center. Reduced Racks – from over 190 to under 130 Deferred Maintenance – eliminate the need for $4M in deferred maintenance Capital construction costs – eliminated the need to invest >$40M in potential new data center(s) construction Reduced Risk – Inadequate data center facilities was considered one of the greatest risks to OSU business systems Colocation list as of September 2016: Customer                                                            Billing through September 2016 (racks + power) Arts & Sciences                                                 ($12,411.55) Athletics                                                              ($8,151.45) Education Human Ecol                                   ($5,389.13) FAES                                                                      ($6,149.42) Libraries                                                               ($3,331.23) Med Center                                                        ($83,322.44) ODEE                                                                     ($4,835.48) Research                                                             ($48,983.75) Social Work                                                        ($1,919.32) Student Life                                                        ($600.00) OCIO ODEE MITS customer are consuming OCIO services that are located in the SOCC