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 few fiscal years.  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.


  • Document institutional services versus divisionally-provided services
  • 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 


  • 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.

  • Implement a plan to track issues uncovered in After Action Reviews (AARs) and as identified from other sources
  • 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 


  • 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.


  • Establish personnel Sourcing Strategy 
  • 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 


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