EITS Business Office
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Transcript of EITS Business Office
THE UNIVERSITY OF GEORGIATHE UNIVERSITY OF GEORGIA
Office of the Chief Information OfficerEnterprise Information Technology Services
…in a world where no individual can possibly have all the answers, it is the inclusive organization that excels!
Frances Hesselbein, 1996
President/CEO of the Drucker Foundation
THE UNIVERSITY OF GEORGIATHE UNIVERSITY OF GEORGIA
Office of the Chief Information OfficerEnterprise Information Technology Services
EITS Business Office
• Welcome New Staff
• Oracle Calendar and Who Is Out System
THE UNIVERSITY OF GEORGIATHE UNIVERSITY OF GEORGIA
Office of the Chief Information OfficerEnterprise Information Technology Services
Related EntitiesOffice of CIO/
Assoc Provost
CompactPlanning
Provost5 yrPlan
EMT
Bd ofRegents
Chancellor
Faculty Gov
ITAC Cabinet
ITAC AdvisoryCouncil
Business/IndustryStandards— Best
Practices
Federal/StateLegislation
Deans, VP’s, Assoc VP’s/
Provosts SLR Advisory Council
EITS
Research
Administrative
Acad/Instruct
Outreach/Public Serv
Security
UgaNet
ITMF
ACIT
USGAuditor
UGAAuditor
State ofGeorgiaAuditor
Research CIO’s
THE UNIVERSITY OF GEORGIATHE UNIVERSITY OF GEORGIA
Office of the Chief Information OfficerEnterprise Information Technology Services
Chancellor observations:
“…If we are indeed a system --- why are some institutions performing at a higher level of quality? Why is there such unevenness in our system?...
…One answer may be that if there is a variance in our operations, then it suggests that we have not established a strong sense of common purpose or a mechanism that either encourages or rewards teamwork…..this suggests that we have a System in which the individual institutions focus on internal needs and institutional ambitions…”
THE UNIVERSITY OF GEORGIATHE UNIVERSITY OF GEORGIA
Office of the Chief Information OfficerEnterprise Information Technology Services
LeadershipLessons Learned 101
Barbara A. Whitecirca 1950
THE UNIVERSITY OF GEORGIATHE UNIVERSITY OF GEORGIA
Office of the Chief Information OfficerEnterprise Information Technology Services
Lesson One: Talk to each other….remember it isn’t always about competition, but about cooperation and collegiality.
THE UNIVERSITY OF GEORGIATHE UNIVERSITY OF GEORGIA
Office of the Chief Information OfficerEnterprise Information Technology Services
Lesson Two: Don’t get lost in the detail….remember the ‘big picture’
THE UNIVERSITY OF GEORGIATHE UNIVERSITY OF GEORGIA
Office of the Chief Information OfficerEnterprise Information Technology Services
And…Lesson Three: It’s OK that not everyone cares about the same thing, but one needs some level of organization and focus
THE UNIVERSITY OF GEORGIATHE UNIVERSITY OF GEORGIA
Office of the Chief Information OfficerEnterprise Information Technology Services
Premise…..”Good to Great”!
…the book Good to Great by Jim Collins focuses on the factors critical in such a transition beginning with leadership, followed by the strategies necessary in leadership to move the organization forward. Included, but not limited to these strategies are:
Understanding the institution’s potential; Decision-making; Development and growth potential; Entrepreneurship in a culture of discipline; and Use of technology as an ‘accelerator’ of momentumAlignment of the parts
THE UNIVERSITY OF GEORGIATHE UNIVERSITY OF GEORGIA
Office of the Chief Information OfficerEnterprise Information Technology Services
THE UNIVERSITY OF GEORGIATHE UNIVERSITY OF GEORGIA
Office of the Chief Information OfficerEnterprise Information Technology Services
Joint Performance Evaluation Recommendations from Staff and
Management Advisory Boards
THE UNIVERSITY OF GEORGIATHE UNIVERSITY OF GEORGIA
Office of the Chief Information OfficerEnterprise Information Technology Services
Joint Performance Evaluation Recommendations from Staff and
Management Advisory Boards
David Stewart (co-chair) Chris Tuttle (co-chair)
Wes Brennan Rachel Brown
Elisa Coulter Lynn Farley
Marcus Henderson Melinda Hobbs
Shannon Marable Lynn Smith
George Veeder Chris Workman
THE UNIVERSITY OF GEORGIATHE UNIVERSITY OF GEORGIA
Office of the Chief Information OfficerEnterprise Information Technology Services
SAB/MAB Performance Evaluation Recommendations (continued)
• The UGA “Classified Employee Performance Evaluation” be modified by EITS so that the rating system corresponds to the Core Values Evaluation.
• The UGA “Classified Employee Performance Evaluation” and the Core Values Evaluation be combined into one evaluation document.
• All evaluations should be checked by the evaluators’ supervisor to ensure that no trends or inconsistencies are present.
THE UNIVERSITY OF GEORGIATHE UNIVERSITY OF GEORGIA
Office of the Chief Information OfficerEnterprise Information Technology Services
SAB/MAB Performance Evaluation Recommendations (continued)
• Staff member transferring between two supervisors within EITS– require that the original supervisor perform an evaluation for the
staff member within 60 days of the transfer. – This evaluation will then be used in conjunction with the new
supervisor’s evaluation in the yearly evaluation for the staff member.
• Informal, mid-year evaluations should be required – give each staff member a “status check” of their progress– address any potential problems that will affect their yearly
performance evaluation.
THE UNIVERSITY OF GEORGIATHE UNIVERSITY OF GEORGIA
Office of the Chief Information OfficerEnterprise Information Technology Services
SAB/MAB Performance Evaluation Recommendations (continued)
• It is important for each Rater to rate each individual in a standard manner. – Too many “exceptional” or “above average” ratings dilute the
accomplishments of those that truly demonstrate outstanding performance in our Core Value areas.
– If an individual receives any score other than a “3” (Meets Requirements) on any Core Value item, the Rater shall give specific examples that illustrate the reason that the team member deserves a higher (or lower) rating.
THE UNIVERSITY OF GEORGIATHE UNIVERSITY OF GEORGIA
Office of the Chief Information OfficerEnterprise Information Technology Services
SAB/MAB Performance Evaluation Recommendations (continued)
• Exceptional– Consistently exceeds requirements in this Core Value area; this is the highest level
of performance that can be attained.• Above Average
– Frequently exceeds requirements in this Core Value area; distinguishes himself/herself from peers.
• Meets Requirements– The individual meets EITS’ high expectations in this Core Value area. This is the
baseline level expected of all EITS staff members.• Needs Improvement
– Performance in this Core Value area meets most requirements; however, improvement is necessary in order to meet EITS’ expectations. Raters shall give specific examples and direction so that the individual is aware of the problem and can work towards improving his/her performance in that Core Value area.
• Unsatisfactory– Performance is consistently below requirements. A score of 1 indicates that there is
a severe problem with a Core Value area, and the supervisor needs to clearly document the problem and work with the individual on a regular basis to improve in that area.
THE UNIVERSITY OF GEORGIATHE UNIVERSITY OF GEORGIA
Office of the Chief Information OfficerEnterprise Information Technology Services
Next Steps
• Unanimously endorsed by Senior Leadership
• The Management Advisory Board has agreed to develop an implementation plan– Timeline– Training for supervisors– Processes documented
THE UNIVERSITY OF GEORGIATHE UNIVERSITY OF GEORGIA
Office of the Chief Information OfficerEnterprise Information Technology Services
EITS Strategic Planning Model
THE UNIVERSITY OF GEORGIATHE UNIVERSITY OF GEORGIA
Office of the Chief Information OfficerEnterprise Information Technology Services
Purpose
• Ensure alignment with the vision and mission of the OCIO, EITS, and UGA.
• A unified and integrated strategic hierarchy and planning cycle
THE UNIVERSITY OF GEORGIATHE UNIVERSITY OF GEORGIA
Office of the Chief Information OfficerEnterprise Information Technology Services
Background Information
• Three planning tools have been used in EITS over the past few years:
– Core Systems and Services– 5 Year Plan– Compact Plan
THE UNIVERSITY OF GEORGIATHE UNIVERSITY OF GEORGIA
Office of the Chief Information OfficerEnterprise Information Technology Services
Integrating the Planning Activities– OCIO/EITS 5 year strategic plan
• Organized according to Strategic Core Areas • Identifies Key Projects and Services
– Compact Planning • Also organized according to the Strategic Core
Areas • Process to engage UGA to determine wants and
needs • Contains details on all Services, Initiatives and
Measurable Outcomes
THE UNIVERSITY OF GEORGIATHE UNIVERSITY OF GEORGIA
Office of the Chief Information OfficerEnterprise Information Technology Services
Strategic Core Area(Goal)
Ongoing ServiceService Provisioning
Activities
Initiative = ProjectService Modification
Processes
Processes
Activities
Add, Modify, or Retire a Service
CIO/EITS has eight Strategic Core Areas * each has a clearly defined goal *
Standard methods to deliver services and manage projects
Basic level actions to deliver services or projects (this is where the “rubber meets the road”)
Services are specific support functions identified in our planning process which enable the University to attain it’s mission
Service
THE UNIVERSITY OF GEORGIATHE UNIVERSITY OF GEORGIA
Office of the Chief Information OfficerEnterprise Information Technology Services
Strategic Core Areas
• Leadership for Information Technology • Strategic Planning, Policy, and Advisement• Business and Technology Partnerships• Client Service and Support• Information Security• Information Management and Integration• Enterprise Production Systems• Infrastructure and Architecture
THE UNIVERSITY OF GEORGIATHE UNIVERSITY OF GEORGIA
Office of the Chief Information OfficerEnterprise Information Technology Services
Building the New Learning Environment
Maximize ResearchOpportunities
Compete in a Global Economy
Overall Perspective
Strategic Core Area = 5 Year Plan
OrganizationalInitiatives
Services
Processes
Activities Tasks
THE UNIVERSITY OF GEORGIATHE UNIVERSITY OF GEORGIA
Office of the Chief Information OfficerEnterprise Information Technology Services
Compact Planning
A collegial, participatory planning process for Information Technology at the
University of Georgia
September 5 – 26, 2007
THE UNIVERSITY OF GEORGIATHE UNIVERSITY OF GEORGIA
Office of the Chief Information OfficerEnterprise Information Technology Services
https://eits.uga.edu/planningCycle/
THE UNIVERSITY OF GEORGIATHE UNIVERSITY OF GEORGIA
Office of the Chief Information OfficerEnterprise Information Technology Services
OCIO/EITS Vision and Mission• Vision
– Continue in the role of state and national leader in information technology, and to be recognized as the first source for knowledge and expertise in the area of information technology.
• Mission– Provide a robust, reliable, and secure information
technology infrastructure, maintain essential production services, and offer world-class support.
THE UNIVERSITY OF GEORGIATHE UNIVERSITY OF GEORGIA
Office of the Chief Information OfficerEnterprise Information Technology Services
OCIO/EITS Core Values
• Excellence in Customer Service
• Our People are Our Greatest Asset
• A Winning Attitude
• Honesty and Integrity
• Teamwork and Communication
• Efficiency, Effectiveness, and Improvement
THE UNIVERSITY OF GEORGIATHE UNIVERSITY OF GEORGIA
Office of the Chief Information OfficerEnterprise Information Technology Services
Strategic Core Areas• Leadership for Information Technology • Strategic Planning, Policy, and Advisement• Business and Technology Partnerships• Client Service and Support• Information Security• Information Management and Integration• Enterprise Production Applications• Infrastructure and Architecture
THE UNIVERSITY OF GEORGIATHE UNIVERSITY OF GEORGIA
Office of the Chief Information OfficerEnterprise Information Technology Services
What is Compact Planning?• A process that creates an alignment of unit and
organizational goals and strategies• A venue for establishing initiative-based priorities• A cyclical, iterative, and annual process• A negotiated, bilateral written agreement focused
on long-term planning• A process that provides for accountability through
specific performance and outcome measures tied to initiatives
THE UNIVERSITY OF GEORGIATHE UNIVERSITY OF GEORGIA
Office of the Chief Information OfficerEnterprise Information Technology Services
First Round Compact Planning
• Met with over 400 faculty, staff, and students in a series of 100 meetings– Received requests for 292 distinct new services
and service enhancements– Many incorporated into the 43 Initiatives in the
current 5 year Compact Plan
THE UNIVERSITY OF GEORGIATHE UNIVERSITY OF GEORGIA
Office of the Chief Information OfficerEnterprise Information Technology Services
Your Feedback Is Important
• Share your ideas and suggestions with us here today.
• Go to CIO’s website anytime: – CIO.UGA.EDU – Click on Compact Planning Link on the bottom
of the page and complete feedback form.