Overall Progress
OneIT Strategic Plan Goals ’23-’27
| Cyber Security, Physical & Virtual Infrastructure Provide a robust, flexible, secure infrastructure that meets current and evolving needs. | FY ’23 | FY ’24 | FY ’25 | FY ’26 | FY ’27 | STATUS |
|---|---|---|---|---|---|---|
| A1: Continue to invest in wireless infrastructure | X |  | ||||
| A2: Develop strategies to effectively manage, support, and secure university-owned devices both on and off-campus | X |  | ||||
| A3: Continue to invest in state-of-the-art security systems for detection and monitoring | X |  | ||||
| A4: Develop sustainable funding model for physical and virtual environments | X | |
| Teaching, Learning, & Student Success Provide an innovative, accessible, and agile teaching and learning environment to enable student success. | FY ’23 | FY ’24 | FY ’25 | FY ’26 | FY ’27 | STATUS |
|---|---|---|---|---|---|---|
| B1: Develop internship opportunities within the Office of OneIT | X | | ||||
| B2: Reduce institutional reliance on aging desktops and laptops | X | | ||||
| B3: Develop a cohesive computer lab strategy that accounts for the student laptop requirement, virtualization, and curricular specialization | X | |
| Research Support faculty’s research needs by providing a flexible, secure research environment designed for growth. | FY ’23 | FY ’24 | FY ’25 | FY ’26 | FY ’27 | STATUS |
|---|---|---|---|---|---|---|
| C1: Identify grant opportunities that will allow us to enhance and grow our high-performance computing infrastructure | X | | ||||
| C2: Develop sustainable funding model for the High Performance Computing cluster | X | | ||||
| C3: Develop guidelines for research data governance | X | | ||||
| C4: Standardize process for identifying technical needs early in the grant process | X | |
| Data Accessibility, Connections & Standardization Develop a shared resource for institutional and unit data that provides the framework for data-informed decisions. | FY ’23 | FY ’24 | FY ’25 | FY ’26 | FY ’27 | STATUS |
|---|---|---|---|---|---|---|
| D1: Define data guidelines | X | | ||||
| D2: Identify data repositories, create data marts, and reduce silos | X | | ||||
| D3: Empower community users to use and report on University data | X | | ||||
| D4: Provide leading-edge reporting tools that make access and analysis simpler | X | |
| Administrative Effectiveness & Student Experience Partner with colleges and units to reduce redundant systems that create data silos, leverage enterprise solutions whenever possible, improve and streamline business processes, and make good decisions for the University. | FY ’23 | FY ’24 | FY ’25 | FY ’26 | FY ’27 | STATUS |
|---|---|---|---|---|---|---|
| E1: Promote use of SalesForce; reduce reliance on other CRMs | X | | ||||
| E2: Reduce paper workflows by leveraging enterprise workflow systems | X | | ||||
| E3: Optimize mobile experience for system | X | | ||||
| E4: Mature IT governance decision-making, forecasting, and communication capabilities | X | |
| Staff Recruitment & Retention Nurture team, develop and realign skills to meet emerging needs. | FY ’23 | FY ’24 | FY ’25 | FY ’26 | FY ’27 | STATUS |
|---|---|---|---|---|---|---|
| F1: Empower our team to grow their skills | X | | ||||
| F2: Assure the growth and development of leadership and technical skills | X | | ||||
| F3: Identify methods for re-skilling IT staff to meet emerging needs | X | |
Not Started
In Progress
Partially Complete
Completed
Progress will be updated annually; last update June 2024.