University of Minnesota
Office of Information Technology (OIT)
www.oit.umn.edu
oitweb@umn.edu
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Resources

Office of Information Technology (OIT) Planning

 (Supplementary material proceeds information)

OIT Vision

To be one of the best information technology support organizations in higher education.


OIT Mission

Serve as a catalyst for innovatively leveraging technology to advance and support extraordinary education, breakthrough research, and dynamic public engagement


OIT Goal

Advance the University of Minnesota’s goal of becoming one of the top three public research universities through the innovative and strategic application of information technologies.


Values

The Office of Information Technology is driven by the values that have been articulated by the Institution:  Excellence, innovation, integrity, diversity, academic freedom, collaboration, sharing of knowledge, accountability and stewardship, and service.
As a technology organization in this University community we value: excellence; innovation; discovery and the search for truth; diversity of community; diversity of ideas; integrity; academic freedom; collaboration; stewardship and accountability of resources and relationships; sharing knowledge in a learning environment; application of knowledge and discovery to advance the quality of life and economy of the region and the world; and service as a land grant institution to Minnesota, the nation, and the world.
(From http://www1.umn.edu/systemwide/strategic_positioning/goal.html)


Core Principles

OIT has embraced the Guiding Principles / criteria under which the Institution operates:

• Centrality to mission
• Quality, productivity, impact
• Uniqueness and comparative advantage
• Enhancement of academic / administrative synergies
• Demand and resources
• Efficiency and effectiveness
• Development and leveraging of resources
(See http://www1.umn.edu/systemwide/strategic_positioning/decision.html)

It has also further defined the following core principles that directly apply to this technology organization as it goes about its daily work in achievement of its mission:

• Customer-Centric.  An organization that is focused on responsive, user centered needs of our students, faculty, and staff.
• Partnership.  An organization that is focused on serving the enterprise through partnerships that facilitate collaborative planning, IT governance, clear and effective communication, and accountability to our customers and the institution.
• Informed Decision Making.  An organization that is focused on using data-driven analysis to make informed decisions regarding its initiatives and priorities.
• Continuously Improving.  An organization that is focused on improving quality, efficiency, and effectiveness through the adoption of best practices and prudent technology management.
• Innovative.  An organization that is market-aware and focused on strategically aligned technology development that furthers the institution’s comparative advantage and sets it apart from its peers.
• Aligned.  An organization that is focused on its unique, mission-specific qualities and how they align and contribute to the University’s vision, mission, goals and direction.


Action Strategies

• Create an organizational structure that eliminates barriers between our customers and the services that we deliver, and makes most efficient use of our internal resources.
• Embrace a culture that is committed to excellence and continuous improvement.
• Adopt standards and best practices wherever and whenever appropriately suited.
• Optimize the use of our physical, financial and technical resources.
• Recruit and retain the highest quality staff.  Maximize staff member contributions through engagement, growth, and development.
• Operate as a single organizational unit.


Operational Goals

We will create and facilitate processes that incorporate data-driven analysis coupled with enterprise system knowledge that result in informed decision making and prioritization to:
 
• Invest in enterprise system scale initiatives that create savings, improve service, and maximize the University’s investment in systems.
• Extend will facilitate a process for extending the usefulness of enterprise-class systems with new technologies, workflow and other processes.
• Invest in promising emerging technologies to maintain a competitive, leadership role that attracts the brightest students, faculty, staff and research funding.
• Maintain, enhance and improve the technology infrastructure to alleviate outages and improve reliability.
• Simplify the complex technical environment through the pursuit of Single Enterprise standardized systems, transactions and processes to deliver higher quality, efficiency and effectiveness.


Management Principles / Style / Philosophy

OIT’s organizational approach to day-to-day management is based on the following key principles: Alignment, Communication, Transparency, Input, Value, Evidence (ACTIVE).  The organization’s operating assumptions and expectations are that each OIT employee will have clear:
• understanding of the position, reporting relationship, mission/vision/values/goals for UMN & OIT and alignment with these, and consistent yearly merit/evaluation;
• daily supervision, work expectations, and a “majority” assigned area of work;
• team members and shared accountability; as well as
• a space/location consistent with work expectations and that enhances opportunities for innovation,
• an orientation to all of OIT (upon hiring), assignment of a mentor(s); and
• opportunities for professional development.

 

Measures

  • Quality
    • Customer satisfaction with targeted services.
    • Technology service portfolio offered to customers. 
    • New services delivered

  • Efficiency/ Productivity: 
    • Technology spend as percentage of over-all spend (all-inclusive/OIT).
    • Technology spend per student/staff/faculty (all-inclusive/OIT).
    • Technologist-to-staff & Technologist-tostudent/staff/faculty ratios and services offered (all-inclusive/OIT).

  • Staff Engagement: 
    • Employee Engagement (PULSE)

  • Continuous Improvement:
    • Number of best practices referred and adopted.
    • Number of single enterprise services referred and adopted.

Supplementary DRAFT alignment and measurement material.