Vision and Strategic Plan
Vision and Strategic Plan
- Game Changers and Change Drivers
- Strategic Plan
- Annual Goals
- Annual Report
- Message from the CIO
- UTS Leadership
- Core Competencies
- Creating and maintaining partnerships, and seeking input from advisory groups through an inclusive Governance structure. University Technology Services provides leadership through influence and value-added counsel, working through the Governance structure.
- Planning and providing state-of-the-art, high-performance networks, systems, and applications that are constantly evolving to next-generation solutions.
- Planning and implementing changes to avoid any service disruption and disruptions for the educational community, maintaining an “always on” environment. We will encourage others using others providing technology services to maintain operations with respect to university reliability standards.
- Providing expertise in the development, requirements evaluation, selection, adoption, and use of information technology resources, systems, architectures, and standards. We will assist others with full project and resource analysis.
- Recognizing that our environment consists of devices, systems, applications, data, and people, all in motion on different orbit paths, in a solar system of information technology.
- Building and maintaining technical infrastructures and environments that emphasize innovation, mobility, agility, technical currency, accessibility, best practices, scalability, and adequate capacity.
- Maintaining a trustworthy environment by emphasizing security, recovery, availability, reliability, and risk management.
- Seeking efficiency and sound financial stewardship through consolidation, virtualization, right-sourcing, and life-cycle planning.
- Maintaining a high-quality, technically skilled, trustworthy, client-focused, enthusiastic, flexible, and diverse information technology organization and culture that provides professional fulfillment, professional development, and growth for its employees and opportunities for student employees.
- Supporting Oakland University values, goals, strategic initiatives, policies, and procedures, and demonstrating a strong awareness of the community.
- Mobility: Such that students, faculty, staff, devices, software, and data are all in motion, in different orbits, using services that add value in a mobile moment.
- Device proliferation: Moving away from desktop-centralized computing to individual computing decisions moving in a swirl among several devices.
- Communications: Focus on converged and high quality communications in a variety of modalities.
- High density wireless networks: Moving away from a model of adequate coverage in a network-as-a-convenience model to high-density enterprise, administrative, and business quality, implementation.
- Scalability has become an important driver affecting many areas of planning, including network capacity, storage capacity for big data, and solutions that provide for crowds of students in online classes or visitors to online services.
- High capacity, high performance networks are important for research data file exchanges, for online educational materials, and for educational video.
- Increasing support for research: Supporting the mission to increase the university’s research profile.
- Virtualization: Various techniques and methods used to create a software-defined service, rather than implementing a physical architecture.
- Software proliferation: Increasing software variety leading to an explosion of software purchases in a variety of flavors, including on-premise install, subscription-based service, and apps. In addition to all the variety of software choices, vendors are also reconfiguring licensing models, often with significant additional costs.
- Cloud computing: Choosing storage, computing, and applications in the cloud when it makes functional, financial, and security sense.
- Greater skill diversity: Standard software implementations, such as the university ERP implementation, are now breaking into a variety of smaller packages with different technologies, requiring different skills. Mobility, density, and virtualization are also forcing skill diversity. Growth of software as a service and other contracts require skill growth in contract and vendor management.
- Increasing mandates: Government and regulatory agency compliance, particularly for tracking student success and data security initiatives, are significant drivers. Security in all technology areas is critical.
- Analytics: To respond to increasing pressure to demonstrate results, in education and all endeavors, we need to understand our environments through data analysis. We need to use university data to inform our decisions and to forecast our future.
- Importance of relationships: Our relationships with future students, current students, and alumni require that we implement tools and solutions to best maintain personal connections.
- Efficiency: Accomplishing goals with attention to scalability, energy utilization, and space.
2014-2015 Goals. Please send comments or questions to the Chief Information Officer, Theresa Rowe email@example.com.
Our 2014 Annual Report is available in PDF or Microsoft Power Point formats: 2014 Annual Report PDF or 2014 Annual Report PowerPoint . Our prior Annual Report is available: 2013 Annual Report. Your comments and feedback are appreciated.Theresa Rowe provided an annual update presentation in March 2013. The presentation slides are here: Presentation
Read about the UTS Leadership.
UTS information technology professionals will have a knowledge mix that includes five orientations: technology, service, change, communication, and strategic thinking. This is based on value orientations that lead to success: "technology orientation, a service orientation, a strategic orientation, and a change orientation." (M. J. Earl & P. D. Vivian 1999).