Compact Planning Kickoff February 4, 2005

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Compact Planning KickoffFebruary 4, 2005

• Office of the Chief Information Officer and
  Associate Provost
• Enterprise Information Technology Services

The University of Georgia
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UGA Drivers of Change

• UGA Mission
• UGA Goals
• UGA Strategic Plan 2000-2010
• UGA Accreditation 2008
• Five-year Program Planning Process/Provost

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Continued UGA Drivers of Change

• American Higher Educations three Revolutions
• UGA Strategic Directions
• UGA Information Technology audits
• Board of Regents requirements
• UGA student body

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Example of UGA Strategic Direction

• In order to provide our students with
• opportunities for success in the digital age,
• UGA must develop the highest level of
• information technology, access and
• support24 hours a day, 7 days a week for
• students, faculty and staff.
• -- UGA Strategic Directions

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Simplifying the Planning

• Break complexity into smaller pieces which become
  initiatives
• Create strategies based on, but not limited to
• Defined goals and both short/long-term objectives
• SWOT analysis (Strengths, Weaknesses,
  Opportunities and Threats)
• Scenario Planning
• Specific actions, timetable, milestones,
  deliverables

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and, Asking the Right Questions

• Whom do you serve and what do they want to do?
  (customers/clients/organizationbig picture)
• What are the core systems, services, and support
  provided? (CORE systems, services, support)
• What is the best way to provide the
  services?(processes)
• How do we know we are doing a good job? (metrics)
• What is the best way to organize? (structure)

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EITS Core Initiatives
Strategic Planning, Governance, and Advisement
Research Computing
Business Operations and Administrative Functions
Customer Support
Essential Infrastructure and Related Support
Information Technology and Data Security
Instructional Computing
Outreach and Partnerships
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Compact Planning
relates the units long-term goals and
aspirations to a specific, annual action agenda
identified as an initiative. For each
initiative, there are strategies and specific
measures for defining progress necessary
resources are also included.
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Types of Initiatives

• Contributing to achievement of University goals
  (e.g., diversity, partnerships, global economy)
• Contributing to student learning in a
  technology-rich environment
• Contributing to achievement of unit-specific goals

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Continued Types of Initiatives

• Improving the units performance
• Supporting established targets for growth,
  recruitment, retention, increased research
  funding, etc

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Initiatives

• May take a year two or more years to complete
• Be carried forward from a previous compact
• Describe new activities and/or improve quality
  and effectiveness of existing activities
• Require new funding and/or redirect existing
  resources.

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Strategies for Implementing Initiatives

• Action to be taken
• Responsible individual(s)
• Estimated cost(s)
• Deliverables
• Implementation schedule

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Performance Metrics

• Should Provide Quantitative Gains in
• Customer satisfaction
• Organizational performance
• Workforce excellence

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Continued Workforce Excellence

• Key Elements
• Alignment with organizational mission
• Quality of product
• Timely delivery
• Cost reduction and/or avoidance

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Continued Workforce Excellence Key Elements

• Cycle time reduction
• Customer satisfaction
• Meeting organization requirements (e.g., fiscal
  reporting)
• Meeting commitments

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Performance Metrics
Performance in this context means answering
the question How well is the
organization/unit doing its mission? Metrics
of performance answer the question How do you
know how well the organization/unit is doing?
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SMART Metrics
S Specific clear and focused to avoid
misinterpretation should include the measure
assumptions and definitions M Measurable
can be quantified and compared to other data
allow for possible statistical analysis A
Attainable achievable, reasonable, and credible
under conditions expected and articulated
(assumptions) R Realistic fits into the
organizations constraints and is cost-effective
T Timely doable within the time frame given
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Types of Metrics

• Trending against known standards the standards
  may come from either internal or external sources
  and may include benchmarks
• Trending with standards to be established
  usually this type of metric is used in
  conjunction with establishing a baseline
• Milestones achieved

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Codicils
When two or more units collaborate on a single
initiative, a codicil is written and signed by
the head of each partner unit. These codicils
follow the same format as other initiatives and
appear in the compact plans of each partner.
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Determining our Approach
Creating readiness for the next level of
management
Senior Leadership
Mid-level Leadership
Departments
Strategic Business Units
Individuals
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Negotiated Process
Round 1 provides forum for unit to engage
campus community in identification of
issues facing the IT arena, and for next
steps in planning by the unit
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Continued Negotiated Process
Round 2 gives attention to identification of
discrete, alternative initiatives that will
move each unit and the University as a whole
toward their goals
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Continued Negotiated Process
Round 3 plan converges with budgeting as
high-priority initiatives are selected for
inclusion in central administration budget
request process
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Compact Planning Benefits/Impact to the
University

• Focus is on an agenda-of-action based on
  initiatives to achieve University strategic
  goals
• Establishes priorities for action at each level
• Provides a regular mechanism for addressing
  critical issues

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Continued Benefits/Impact to the University

• Aligns and communicates goals and strategies
  while improving accountability through
  performance metrics
• Provides complement/interface with UGA
  Five- Year Program Planning process