Organizational Priorities

IT has identified three organizational priorities that act as strategic anchors. Each priority is mapped to specific goals on a balanced scorecard that we plan to accomplish over the next three fiscal years (2020-2023).  Our leaders meet regularly to ensure that we are successful.

One IT at Yale One IT at Yale

Working together to provide clear and accessible services.

FY20

  • Ensure that all financial results not within 2% of budget (by category) are reviewed monthly by the Senior Leadership Team (SLT)
  • Publish a 2-click service catalog and central services description 
  • Introduce service catalog and operational budgets to IT Governance Chairs 
  • Document institutional services versus divisionally-provided services

FY21

  • Ensure that 100% of Service Owners are trained by the end of FY21 
  • Ensure that all financial results not within 1% of budget (by category) are reviewed monthly by the SLT 
  • Deploy a refined service introduction framework 
  • Reduce duplicate services per FY20 plan 
  • Engage IT Governance Chairs in a review of  the 3-year plan by service 
  • Incorporate Faculty of Arts and Sciences (FAS) and Yale School of Medicine (YSM) representation in the IT Leadership Council 

FY22

  • Ensure that all financial results are within 1% of budget
  • Gain IT Governance Chair endorsement of 3-year plan by services
  • Asset management in common tool for software, devices, and hardware
  • Deploy common tools for demand management, project and resource management, and time tracking

Service Quality Service Quality

Consistent and reliable delivery of valued services.

FY20

  • Define a plan for remediation of duplicate or obsolete services/applications 
  • Adopt and integrate a minimum of six architecture standards 
  • Deploy improved processes for gating, change control, incident, and major incident management 
  • Service definition and SLA established and piloted 
  • Define service classification and standards 
  • Identify, prioritize, and assess core processes against best practice framework
  • Implement a plan to track issues uncovered in After Action Reviews (AARs) and as identified from other sources

FY21

  • All ITS groups using common tool for the change, incident, and problem processes 
  • Reengineer knowledge, request, and configuration mgmt processes 
  • Define and implement standard QA practices across ITS 
  • Service definitions and Service Level Agreements (SLA) complete for P1 services 
  • Document Gap Analysis results 
  • Document roadmap of current versus future state service reliability expectations on P1 Services
  • Bi-annual Table Top Disaster Recovery Test 

FY22

  • Ongoing process established to improve financial transparency and refine service offerings
  • Service definitions and SLA work complete for remaining services

Workplace of Choice Workplace of Choice

Great people enthusiastically work toward shared goals.

FY20

  • Establish personnel Sourcing Strategy 
  • Establish framework for the Yale IT Academy and launch two curriculums 
  • Identify balanced scorecard, Diversity & Inclusion, and Information Security risk expectations 
  • Prepare and launch a multi-touch campaign to provide expectations around balanced scorecard, diversity and inclusion, and information security risks

FY21

  • Identify initial operational practices where expectations will be reinforced (e.g. performance management, recruiting, etc.) 
  • Integrate balanced scorecard, D&I, and IS risk expectations into selected operational practices 

FY22

  • Introduce Individual Development Plans IDPs) for all
  • Pilot a mentoring program