1. A Roadmap to Service Excellence Information Technology Strategic Plan University of Wisconsin-Madison A report to the ITC 09.17.10

2. Vision The UW-Madison information technology service community will achieve and sustain service excellence in five key areas: – teaching and learning – research – outreach and public service – campus services – campus infrastructure

3. Phase 1: Gathered Input Convened more than 35 sessions with hundreds of faculty, staff and students to examine campus culture, the role IT service should play, how we communicate and collaborate, decision making processes, approach to funding, skills and competencies needed and measuring IT service value. Phase 1: Gathered Input Convened more than 35 sessions with hundreds of faculty, staff and students to examine campus culture, the role IT service should play, how we communicate and collaborate, decision making processes, approach to funding, skills and competencies needed and measuring IT service value. Phase 2: Identified Themes and Created Teams Phase 2: Identified Themes and Created Teams Phase 3: Developed 37 IT Charters around each Theme Phase 3: Developed 37 IT Charters around each Theme Phase 4: Set Priorities and Align charters Phase 4: Set Priorities and Align charters Phase 5: Progress Phase 5: Progress Phases of the strategic planning process

4. 37 Charters built around these themes: Support teaching and learning with appropriate technologies and successful approaches Support faculty and instructors Prepare students to work in a technology enhanced world Support the Wisconsin Idea through outreach and public service with appropriate technologies and approaches Support the research life cycle Connect people and research resources Leadership, collaboration and communication Establish a set of core campus infrastructure services Enterprise infrastructure services

5. Roadblocks to Progress It’s hard to prioritize when everything is important The strategic plan champion leaves for Notre Dame The Chancellor’s vision includes hiring an efficiency consultant – with an eye toward improving IT efficiency Budgets are tight

6. Overcoming the obstacles Review 37 charters with George Watson, Carol Gosenheimer and Brian Rust (http://www.cio.wisc.edu/plan/)http://www.cio.wisc.edu/plan/ – Guiding principles – Progress to date (who is doing what?) – RFP out for Consultant (how can we prepare?) – Identifying actions Move forward on DoITs “Big 10” initiatives (Tier 1 and Tier 2 priorities)

7. Roadmap Guiding Principles Undertake IT service as a campus-wide challenge Work to develop and sustain strategic alignment and partnered decision making Work to effectively communicate horizontally and vertically across campus Leverage enterprise infrastructure and avoid unnecessary replication of infrastructure and services Maximize transparency across the campus Select the most appropriate IT service delivery strategy for each need (enterprise, federated and local) Continue developing increasingly effective leadership, governance and advisory strategies Develop sustainable funding strategies for all IT services Embrace an appropriate mix of vendor-supplied and open source applications and services Foster technical and leadership growth for IT service staff members Work toward green computing strategies

8. Recent Examples of Progress to Date Charter 6.3 – to support high-throughput and high-performance computing, UW-Madison is deploying the OpenFlow switching protocol… Charter 7.2a – a team has been working since December of 2009 to develop the business and functional requirements of a tool that would serve as a clearinghouse for exchanging information about campus IT resources Charter 9.2a – Following requests from departments and schools, UW-Madison purchased an enterprise license for a content management system. 39 users to date Charter 6.4 – Project Bamboo is an effort to broaden the use of technology in the arts and humanities and will launch a HUBZero instance. The HubZero platform enables its users to build powerful web sites that support scientific discovery, learning and collaboration. …and the list goes on

9. Preparing for an efficiency consultant… Focus on administrative efficiency Making choices Practicing reflective listening Having patience InnovationLeverageCore ServicesCloud

10. Reflective Listening? We all hear that things should be different yet it is difficult to be the one to change. Consider how someone who doesn't live in your immediate work-world might answer the following questions: What does it mean to have more reliable email and efficient calendaring? What does it mean to be secure? Why should we broaden the use of technology in the arts and sciences? What does it mean to have state-of-the-art learning spaces? How can the University be more efficient and still remain technologically innovative? What does it mean to have high performance, high through-put computing? What does it mean to be technologically literate? How can we capitalize on our core enterprise services? What are core IT services?

11. Patience is a virtue… We may have to wait to get what we want Sometimes we’ll get what we need Five C’s and one big R – Collaboration – Choice – Core missions – Communication – Cost – R isk

12. Action Steps Meeting to discuss next steps with George, Brian and Carol Clarifying the concept of stewardship as a way to move forward – Data stewards – Process stewards – Service stewards DoIT’s “Big 10” Priorities