OneIT unifies university technology community
Year two of OneIT was transformative. To realize all the benefits envisioned for campus, OneIT became more than a portfolio of projects. Our campus IT community began operating as a unified organization.
I would like to acknowledge the effort the IT community has put into the projects, and also the transition process that many have gone through as we made changes related to OneIT. Operating as a unified organization provides a more cohesive, easy experience for IT customers, and helps us better meet the needs of interdisciplinary activities. We maximize the impact of IT investment and learn from each other.
In 2017 IT leaders from every college and unit developed a shared vision for OneIT’s future, focused on governance, culture, structure, and people—recruiting, cultivating, and retaining exceptional staff.
We implemented a new governance process that improves transparency, communication, project prioritization, and decision-making. We created a comprehensive set of IT roadmaps, and are working on a new IT strategic plan.
We are assessing skills and forming a workforce development strategy. Recently, we announced plans to integrate IT across healthcare and academics to leverage complementary strengths, meet growing demand for IT services, and provide a more seamless user experience.
Seven of the 16 OneIT projects are complete, and the remainder will wrap up by summer 2018.
We are implementing a new end-user support model to better serve campus, and have made significant strides in Business Intelligence (BI), giving campus partners improved access to data for strategic purposes such as enrollment management.
We began the multi-year transition from traditional phone lines to Skype for Business, which uses the internet to make calls and offers additional features of instant message, presence, and video calls. It provides greater flexibility and enhanced user features, and reduces maintenance and infrastructure costs associated with traditional phone service.
Twenty-eight data centers and server rooms have been consolidated, yielding notable savings on energy, hardware, and support, and allowing the university to repurpose more than 7,476 square feet of floor space worth more than $1.3 million.
In total, by finding ways to deliver IT services more efficiently and effectively, we have saved $3.5 million to date—nearly $1 million in hardware, software, and service savings, and $2.5 million in labor.
Operating more efficiently and effectively allows us to strategically reinvest resources to support innovations, research, teaching, learning, and security. It allows us to focus on innovations and units’ unique needs.
A new Learning Design Collaboratory, served by the Office of Teaching, Learning & Technology and the Division of Continuing Education, is providing innovative course-redesign services and support to faculty fellows. College of Education IT professionals have teamed up with ITS to make sure Google tools that are widely used in K-12 classrooms are available to our Hawkeye teachers in training.
A new high-performance computing system is accommodating growing research computing needs.
To protect academic, personal, and institutional data, we required Two-Step Login to access the Employee Self-Service portal, and enabled it for enterprise academic applications. We implemented a new vulnerability management platform to scan devices on the campus network, conducted security penetration tests on five enterprise applications, and conducted an anti-phishing awareness campaign.
Newly developed tools, like a schedule builder in MAUI and a budgeting application developed by the College of Liberal Arts and Sciences, are making life easier for students and administrators alike.
Associate Vice President & CIO