1. University IT Strategy
9/16/16

2. 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”

3. WHO CONTRIBUTED DIRECTLY?
IT Strategy
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.

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

5. HOW WE GOT HERE… VERSION 1 VERSION 2 VERSION 3 VERSION 4
IT Strategy
HOW WE GOT HERE…
VERSION 1
VERSION 2
VERSION 3
VERSION 4

6. 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.

7. IMPROVED TECHNOLOGY EXPERIENCE
IT Strategy
IMPROVED TECHNOLOGY EXPERIENCE
FOUNDATION
The quality of the faculty, staff and student experience should be a primary driver when making investments in technology.

8. 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

9. Empower Teaching Innovation
IT Strategy
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

10. 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
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