Introduction. Strategic Planning and Reporting. Budget Review Narrative Form Administrative Units

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1 Introduction This form is used to capture information to be discussed in the annual budget meetings with the Provost and each School or College. The questions are aimed at gathering data in regard to strategic plans, process improvements and efficiencies, and to offer each unit a chance to submit any other data of importance. Complete the questions below and submit to the appropriate subject area folder in the documents section of the Planning and Budgeting PEI SharePoint site. Instructions will be available on the site to assist in the submission of your files. Administrative Unit: UW Information Technology Person submitting material: Bill Ferris, CFO UW-IT Interim Vice President and Vice Provost: Kelli Trosvig Phone # of person submitting material: bferris@uw.edu Strategic Planning and Reporting 1. What are the strategic priorities, plans and goals for your unit? The mission of UW Information Technology (UW-IT) is to: Enable faculty, staff and student to be more effective Help the UW manage risk and resources Foster a community of innovation In support of this mission, UW-IT has the following strategic goals: Excellent foundation services and infrastructure: Deliver highly functional, reliable and invisible infrastructure that just works and doesn t get in the way Improved collaboration and productivity tools: Enable easy, secure collaboration with partners at the UW and beyond Advanced global research support: Support UW research with up-to-date tools and resources Innovative teaching and learning tools: Provide technology to support and improve the learning experience Information for decision making: Provide access to better business information for planning and analysis Modern business information systems: Provide modern, flexible and integrated business information systems to support a complex, global research institution Business continuity, security and privacy protection: Support UW s risk management and compliance objectives In support of these strategic goals, UW-IT has three foundational goals to enhance organizational health and effectiveness: Build and sustain an exemplary organization Build strategic partnerships Encourage exploration and contributions UW-IT FY13 Administrative Narrative P a g e 1

2 2. What is your progress toward these goals? Goal 1: Foundation services and infrastructure: Providing next-generation Wi-Fi. A three-year wireless network (Wi-Fi) upgrade is underway. It will deliver six-to-eight times greater speed, offer better coverage and provide significantly more capacity. Modernizing the UW s phone system. A major upgrade is underway to replace our aging, outdated phone system that lacks vendor support and modern features. Delivering unified communications. A pilot is underway to integrate phones, videoconferencing, voic , and instant messaging, in partnership with all UW campuses, UW Medicine, K-20 Education Network. Serving area hospitals with expanded fiber optic networks and Wi-Fi. UW-IT expanded the fiber optic network for UW Medicine to support clinicians at Northwest Hospital and Seattle Cancer Care Alliance. At UW and Harborview Medical Centers, patients and visitors have free wireless service, and staffs have secure, wireless access to hospital systems. Designing new network architecture. Design is underway for new network architecture to provide flexible service provisioning for researchers, enhanced security and an ability to scale network connections from 1 to 10 gigabits (GB) on request. Consolidating data centers. Planning is underway to reduce the number of UW data center sites, to provide significant cost savings, and to explore strategies to continue to increase energy efficiency and reduce the overall data center footprint. Modernizing UW s network. Planning is underway for a multi-year initiative to provide 10 gigabits virtual networks and improvements to meet high-capacity research needs and demand for bandwidth. Goal 2: Improved collaboration and productivity tools: Renewing and expanding UW s licensing agreements. UW-IT and its partners have renewed and expanded UW s licensing agreement with Microsoft, and have negotiated a new agreement with Apple. These agreements will provide access to Microsoft and Apple products for use on UW-owned computers in all departments, on all campuses, including UW Medical Center and Harborview Medical Center. These are available at no additional cost to users and at significant savings to the UW. Providing mobile access to key resources. The m.uw app is available for the Android, IPhone, BlackBerry, and mobile Web provides mobile access to resources including course catalogs, campus directories, maps, news, sports and events. Planning for a new mobile web framework is underway to allow further enhancements and enable adoption of mobile more broadly across campus Using cloud services to provide new tools for teaching, learning and collaboration. More than 21,000 students, faculty and staff use UW Google Apps and UW Windows Live low-cost, UWbranded, ad-free, cloud-hosted services for and collaboration provided in partnership with Microsoft and Google. New apps include Blogger, YouTube, Maps, Reader, Picasa, Voice, Analytics, Google+, Books, Bookmarks, Moderator and Webmaster Tools. The basic set of UW Google Apps includes , Calendar, Docs and Talk. Expanding cloud services. A new cloud-based Exchange service will soon be offered as part of the basic bundle of services funded by the Technology Recharge Fee. The new service will include basic calendaring and a 25 GB mailbox quota, and it could be available as early as Spring/Summer quarters. The new service will offer a cost-saving alternative to many of the people currently paying a monthly fee for UW Exchange. UW-IT FY13 Administrative Narrative P a g e 2

3 2. What is your progress toward these goals? (Continued) Budget Review Narrative Form Administrative Units Goal 3: Advanced global research support and strategic UW partnerships: Supporting global research by designing, managing and operating two research data networks: o Pacific Northwest Gigapop (PNWGP) delivers robust, highest-speed access to current and next-generation Internet services, technology, and fiber and test beds. PNWGP provides resources that support UW s global research. o Pacific Wave connects Pacific Rim research and education networks and staff. Member of Gig.U, a national coalition of over 30 research universities working to provide ultra-highspeed networking to local communities, attract startup companies, bolster the economy and stimulate innovation. Collaborating with Internet2, K-20 Education Network, Northern Tier and other state, national and international networks. Advancing research and learning through collaboration between UW-IT and the UW escience Institute: o Helped developed Hyak, a shared high-performance, cost-effective research computer cluster that saves faculty, students and staff from purchasing and maintaining high-end equipment. Hyak supports research in areas such as molecular dynamics and bioinformatics, and it has deployed additional storage space in the UW Tower Data Center. o o Expediting data-intensive science, such as improvements by UW-IT to SQLShare, an escience database service, that let researchers focus on analysis and collaboration rather than database administration and programming. Exploring SQLShare as a tool for direct student interaction with complex research data. Exploring Windows Azure and Amazon EC2 & S3, which are cloud platforms for building and hosting Web applications to support research. Offered two new, cost-effective data storage services to researchers: o Shared File Service combines general-purpose file storage with high-speed capability for sharing large datasets. o Archive Storage Service provides a redundant, tape-based repository for rarely accessed data. Planning an OpenFlow pilot to improve and enable advanced research in network flow control and protocol development. UW-IT is partnering with Computer Science & Engineering, proposing to use NSF funds to implement an OpenFlow-enabled testbed among a subset of buildings at UW Seattle. If funded, the testbed will implement in late Building an NSF-funded Northern Wave from Seattle to Chicago through a Pacific Northwest Gigapop partnership. This shared 10 gigabits Ethernet facility will be architected and operated by UW-IT and allow participating institutions to exchange network traffic with each other and with national and international networks; completing in UW-IT FY13 Administrative Narrative P a g e 3

4 2. What is your progress toward these goals? (Continued) Budget Review Narrative Form Administrative Units Goal 4: Innovative teaching and learning tools: UW-IT launched several significant initiatives to enhance teaching and learning, and is engaging faculty, students and staff on all campuses to provide advice and guidance on these efforts. This involvement includes a new Teaching & Learning Technology Oversight Committee comprised of faculty and administrative leaders in technology and learning from all three campuses, faculty-driven pilot projects, and feedback from UW partners and student participants. Major teaching and learning initiatives include: Canvas, a next-generation elearning system, offers a rich array of integrated features for online teaching, learning, and collaboration. Canvas enriches the student experience and helps faculty better manage courses with its significantly faster tools for grading, an intuitive interface with drag-and-drop functionality, easy tools for posting video, and a secure connection to innovative cloud services. UW- IT is piloting Canvas with faculty volunteers and their students on UW s three campuses during Autumn Quarter (20 courses) and Winter Quarter (64 courses/89 instructors). Moodle, Blackboard, and Catalyst users are assessing the potential of Canvas against the other elearning systems, with the goal of establishing a consistent, modern learning platform for all UW students and faculty. Tegrity, a cloud-based lecture capture solution, has been offered by UW-IT on all three campuses since Autumn Quarter Tegrity records both lectures in a classroom, as well as desk-top webcam capture, letting students review any moment from a lecture, any time, on almost any device. It allows instructors and students to record and publish video, audio, and presentations from most computers without using expensive hardware or software. Students can search, bookmark, and highlight content, make notes, collaborate with each other and their instructor, and use built-in tools to personalize study time. Additional functionality will be released Winter Quarter ViDA, a virtual desktop, provides UW students 24/7 access to a growing library of software applications without having to use a campus computer lab. Using their own computer and an Internet connection, students can access UW-owned software, including special high-end software or software that is beyond their financial reach. ViDA is offered by UW-IT to students enrolled at all UW campuses. Currently this program allows 250 concurrent users; we are investigating cloud providers for even larger scale deployment. MyPlan, a Web-based academic planning tool, will enable students to develop a multi-year academic plan, assess progress against degree requirements, prepare for registration, and have more productive discussions with their advisors. MyPlan is being developed by UW-IT in partnership with the Student Technology Fee Committees on all three campuses, the Provost, and the advising community. The Beta version of MyPlan will be released Spring Quarter 2012, with a full release Autumn Quarter etext, online text delivery, has the potential to improve learning and enhance student engagement, all at a lower cost than traditional textbooks. A project is underway to deliver texts online, enabling students and faculty to search, highlight, and annotate text and offering social-networking tools to further involve students. It is projected that electronic text will cost 35 percent of the textbook's list price. UW-IT is conducting etext pilot tests throughout Providing new online tools to support students academic lives o Financial aid applicants can apply for loans more easily thanks to improved integration between UW Financial Aid and DirectLoans.gov. o Financial aid recipients can track their status and be alerted whenever actions must be taken. UW-IT FY13 Administrative Narrative P a g e 4

5 2. What is your progress toward these goals? (Continued) Budget Review Narrative Form Administrative Units Goal 5: Information for decision making: A Decision Support Web portal provides reports and tools to speed data gathering and analysis. Online access to enterprise reports, a financial data analysis cube, and self-service access to planning and budgeting data make it faster and easier to get reliable data about students, faculty, staff and budgets. Enterprise Data Warehouse: A two-year effort is underway to evolve the Enterprise Data Warehouse (EDW) to deliver strategic, integrated enterprise reports. This effort will take a major step forward with the migration of the Office of Planning and Budgeting s (OPB) extensive institutional data into the EDW. The work is in two parts: o Academic data is being moved into the EDW, starting with degree programs, followed by student enrollment. The first part of this data will be tested and available in July. o At the same time, a modern warehouse structure is being implemented that is specifically designed for reporting and analytics. This Integrated Enterprise Data Warehouse will become the foundation and single source of OPB data. Data will be made consistent across subject areas, enabling analysis and strategic reporting of trends, key metrics and longitudinal data. Goal 6: Modern business information systems: New online Faculty Effort and Cost Sharing (efecs) reports save time, improve compliance and provide better information. The reports now include retroactive salary transfers, salary cap calculations and a better layout. This means less time processing reports; fewer compliance reviews. Faculty effort certification reports now are online. Faculty members who report on a calendar-year cycle to certify their effort reports electronically, replacing the paper-based process. Enterprise workflow pilots automate and streamline business processes. Two successful pilots, using an open-source Kuali Rice platform, are complete. Automated tuition change improves efficiency and accuracy, and online vendor registration speeds the flow of purchases and payments. Future enterprise workflow pilots will automate paper-based processes and enable quick development of Web applications. Direct deposit electronically processes travel and other reimbursements no more paper checks and vouchers. UW employees enrolled in payroll direct deposit now have their approved travel reimbursements automatically deposited to their bank accounts within two business days. An HR/Payroll system replacement project is moving ahead to deliver modern support for critical functions. A project is launching to document current HR/Payroll business processes and identify a desired future state. The Board of Regents approved moving forward with seeking state approval to issue a Request for Proposal (RFP) for the new system. The goal is to replace the UW s 30-year-old HR/Payroll system with a modern one that supports every level of UW s HR/Payroll operations addressing the lifecycle of people management, from hiring to retiring; providing data to enable the UW to attract and grow its talent and effectively manage its workforce; delivering functionality in key missing areas; and significantly increasing efficiencies for HR-related functions across the UW. Pending funding and approvals, implementation will start early This is a collaborative effort with UW Medicine, UW Human Resources, Academic Human Resources, Finance and Facilities, and UW units. UW-IT FY13 Administrative Narrative P a g e 5

6 2. What is your progress toward these goals? (Continued) Budget Review Narrative Form Administrative Units Goal 7: Business continuity, security and privacy protection: A multi-year effort to improve business continuity is underway to provide geographic redundancy for critical business systems. UW-IT established a remote data center outside the Pacific Northwest seismic area and completed a Business Impact Analysis for critical business applications. Ongoing efforts include more enhancements and disaster recovery planning. Fostering a culture of security through The Office of the Chief Information Security Officer (CISO); promoting understanding of information assurance risks through analysis, research, education and consulting, and strategic solutions to protecting UW confidential information. The CISO follows a riskbased approach that supports data integrity and availability, and helps maintain the UW s reputation by safeguarding information assets. 3. What metrics do you use to measure your progress? (Give specific examples; explain how you use them.) Project Management: UW-IT evaluates, monitors, and measures each of the initiatives that support its strategic goals. The UW-IT Project Management Office (PMO) manages a project portfolio that provides a comprehensive view of all of the initiatives underway, and monitors each project for progress, completion, cost, and effectiveness. A Project Portfolio Review Board, comprised of senior UW-IT leaders, reviews, approves, and monitors each project to help manage and prioritize resources. Collaboration tools are in place to allow project sponsors, UW-IT leadership, the PMO, and all those involved in a project to track progress. Each project is measured for effectiveness and impact against stated goals. Service Management: UW-IT launched a large-scale Service Management initiative, which includes an ongoing process to review all UW-IT services in order to ensure that UW-IT continues to align services with strategic goals. The process includes annual service assessments to review use, customer feedback, cost and Customer Surveys: UW-IT uses a biennial customer survey of faculty, staff and students to measure customer satisfaction and gage the impact of our initiatives in supporting the needs of all three campuses. UW-IT is just completing our most recent triennial teaching and learning survey for faculty and students. The survey findings will help inform technology related decisions and priority setting for initiatives to support the UW academic experience. In addition, UW-IT is conducting more targeted surveys on new teaching and learning technologies to improve adoption and support. Employee Survey: UW-IT conducted an employee Organizational Pulse Survey to assess employee satisfaction and target areas for improvement that will help strengthen how we accomplish our work. UW-IT FY13 Administrative Narrative P a g e 6

7 4. Describe other strategic accomplishments by the unit during the last year. Green IT: A PC Power and Patch Management pilot launched this winter to reduce computer power usage and improve system security. The pilot, involving 3,000 managed desktop computers at UW Seattle, provides software that automatically checks and adjusts individual workstation power management settings to enhance energy efficiency, and keeps the system's software up-to-date through patch management. The PC Power and Patch Management pilot will support UW s Climate Action Plan for carbon reduction and help achieve long-term energy savings. The plan is to install this software on 5,000 desktops per year. UW-IT is minimizing data center power, network and space demands by virtualizing Computing Infrastructure Services servers. A Pacific Northwest Smart Grid project is lowering energy consumption by about $700,000 at the UW. It includes the installation of smart meters that can monitor electric consumption for multiple buildings on campus, and the installation of monitoring and control equipment in lab or classroom buildings and some dormitories allow UW administrators to better understand how energy is used on campus, better manage their facilities, and control energy costs. UW-IT provided support to this initiative through installation and maintenance of special facilities only network. Washington s K-20 Education Network: Teachers, students and staff across the state can connect through the high-performance K-20 network, designed and operated by UW-IT. The network connects Washington s K-12 schools, community colleges, universities, libraries and museums. Recent upgrades enable enhanced traffic management at over 495 sites and pave the way for increased bandwidth. Savings for UW employees: Cell phone vendor contracts offer significant discounts to more than 26,000 UW students, faculty and staff; participants take advantage of significant discounts available through contracts negotiated by UW-IT with AT&T and T-Mobile. The discounts save users an estimated $3 million a year an average of well over $100 per person. Microsoft software is available for home use through our Microsoft Campus License agreement; employees may take advantage of a home use policy, which allows employees to download Microsoft Office on home computers for a nominal fee. UW-IT FY13 Administrative Narrative P a g e 7

8 Core Services 1. What are your core services? As part of UW-IT s service management initiative, UW-IT has made a concentrated effort to define our services, including developing a service catalog for our customers that describes each service. Core services include: Accessible Technologies Administrative Systems Backups and Mass Storage Cable Television Campus Software Licensing Chief Information Security Office Data Center and Facilities Data Networks , Calendaring, and Collaboration Tools Emergency Preparedness and Business Continuity Enterprise Portal Identity and Access Management IT Consulting Managed Servers and Workstations New Initiatives for Student Learning Student Tech Fee Initiatives Teaching and Learning Tools Technology Evaluation and Development Technology Spaces and Labs Telecommunications Services UW Support for UWTV and KEXP Web Publishing Further information about these services can be found at: Basic bundle of services delivered to the UW by UW-IT; supported by the Technology Recharge Fee: UW Information Technology Service Catalog: UW-IT FY13 Administrative Narrative P a g e 8

9 2. How do you measure them? (turnaround time, cost per service, customer satisfaction scores, etc.) Cost Accounting and Measurements: UW-IT engages in a comprehensive cost analysis for each service. Using project cost accounting, each labor hour and non-labor expense is classified as a direct or indirect cost, and allocated to a UW-IT service. Where appropriate, units of measures are established and a cost per unit is calculated. Data for Fiscal Year 2011 has been captured, and it will be used as a baseline to compare future fiscal years. Project Management: UW-IT evaluates, monitors, and measures each of the initiatives that support its strategic goals. The UW-IT Project Management Office (PMO) manages a project portfolio that provides a comprehensive view of projects underway, and monitors each project for progress, completion, cost, and effectiveness. Each project is measured for effectiveness and impact against stated goals. Collaboration tools are in place to monitor project progress and share these measurements with project stakeholders. A Project Portfolio Review Board, comprised of senior UW-IT leaders, reviews, approves, and monitors each project to help manage and prioritize resources. Service Management: UW-IT is actively engaged in service management, which includes an ongoing process to review all UW-IT services, in order to ensure that UW-IT continues to align services with strategic goals. This internal UW-IT review process, in concert with UW community engagement, is intended to help UW- IT shape our IT service portfolio for the University. UW-IT s Service Management Oversight Group is currently implementing a process to annually review all UW-IT services in order to ensure that UW-IT continues to align services with customer, financial, and strategic objectives. Each service in the UW-IT Service Catalog is assigned a service owner, who completes an annual service assessment. Customer Satisfaction Survey: A biennial customer satisfaction survey of students, faculty and staff is conducted to evaluate the impact of UW-IT initiatives in supporting our strategic goals. The survey is conducted by an independent firm specializing in administering customer satisfaction surveys for higher education organizations. In addition, UW-IT is initiating a teaching and learning survey of faculty and students to establish a baseline for future evaluation of our teaching and learning initiatives. Employee Survey: UW-IT conducted an employee Organizational Pulse Survey to evaluate employee satisfaction and target areas for improvement, with the goal of strengthening organizational effectiveness. The survey, conducted in December 2011, gathered staff input on 11 aspects of an exemplary organization. The 11 aspects were identified by researching a variety of companies to better understand what makes an organization exemplary. The results will enable UW-IT to institute needed changes, learn from areas where we excel, respond to emerging risks, and improve employee satisfaction. UW-IT FY13 Administrative Narrative P a g e 9

10 3. What are your trends? As UW-IT reduces costs, early analysis shows that the cost per unit is going down for most services, while usage is expanding. We have established Fiscal Year 2011 as a baseline for future comparisons. UW-IT is observing significant changes in how faculty, staff, and students use technology. This includes: Explosive growth in the use of mobile devices, including smartphones, tablet computers, and netbooks. This has driven a corresponding increase in Wi-Fi usage. Increasing demand for desktops and server virtualization. Expanding demand for 24/7 access for students, faculty and staff. Process Improvements 1. What process improvements have been implemented in the last 12 months that have made the unit more effective? Project Management/Portfolio Review Board: The Project Management Office oversees UW-IT s project portfolio, ensuring that the overall set of projects is aligned with the University s mission and strategic goals. It also provides expert project management support for high-priority projects. Active project portfolio management adds value to the organization s project management capabilities, enabling higher priority projects to be resourced more consistently and completed more quickly. A Project Portfolio Review Board, comprised of senior UW-IT leaders, reviews, approves, and monitors each project to help manage and prioritize resources. Service Management: UW-IT is continuing to implement a service management framework based on Information Technology Infrastructure Library (ITIL), an industry-wide set of best practices, with the goal of improving the quality and cost effectiveness of service delivery. As part of this work, UW-IT identified and clarified roles and responsibilities for service owners and managers, improved the UW-IT Service Catalog, reviewed, and in some cases consolidated, data from multiple sources, and provided information and training to staff on ITIL best practices. Over 165 UW-IT employees have participated in the training. In addition, a project is underway to implement ITIL-based request fulfillment processes that will reduce the time to deliver services and eliminate inefficient and duplicate efforts. Another project is underway to implement improved incident management processes that will provide better information to customers, streamline and automate workflow, and reduce the time to resolve outages. UW-IT FY13 Administrative Narrative P a g e 10

11 UW-IT s Service Management Oversight Group is currently implementing an annual review of all UW-IT services in order to ensure that UW-IT continues to align services with customer, financial, and strategic objectives. Each service in the UW-IT Service Catalog is assigned a service owner, who completes an annual service assessment. This internal UW-IT review process, in concert with UW community engagement, is intended to help us shape our IT service portfolio for the University. Financial stewardship and accountability: Financial Reporting: UW-IT Business & Finance manages a complex financial framework that includes comprehensive cost accounting. Financial information is provided to support decision making for project management, service management, and line managers helping them improve cost effectiveness. Zero-Base budgeting: UW-IT Business & Finance manages an annual zero-based budgeting process, in which all staffing and non-labor expenditures are reviewed and validated at a unit level; ensures each UW-IT service is appropriately supported. Competitive and strategic procurements: UW-IT continues to seek opportunities to procure services competitively and strategically. Examples include successful negotiations on the Microsoft and Apple licensing agreements, renewal of a major multi-year Unisys license for the MCP platform to support our administrative systems, an eprocurement contract with HP to provide desktop and laptops computers at significant discounts, and a contract that provides major discounts on our Juniper network routing devices. Leveraging partnerships on and off campus: IT All-Campus Cost Study A President/Provost sponsored committee, the IT Costing Oversight Group, engaged an outside consultant, WTC, to complete a University-wide cost study to understand IT costs at the Seattle, Bothell, and Tacoma campuses. The purpose of the study is to identify campus unit IT services, as well as identifying possible cost improvements that might be realized through collaboration among units and by leveraging services provided by UW-IT. UW-IT will be responsive to the recommendation emerging from the cost study and will work to prioritize services to better meet UW needs. Leveraging the Cloud As described earlier in this document, UW-IT is looking at ways to use Internet-based (cloud) solutions to enhance service effectiveness and cost efficiencies. Cloud-based services at the UW now include Canvas, Tegrity, UW Google Apps, and Microsoft Live. UW-IT FY13 Administrative Narrative P a g e 11

12 2. How has this improved process impacted your budget? What was the dollar amount saved? What were the implementation costs? Process improvement has enabled UW-IT to shift resources to its highest priorities and to foster new initiatives. Resources invested in project management, service management, implementation of ITIL, cost analysis, and other process improvements incrementally increase those service unit budgets. The costs then are allocated as indirect costs to the primary services provided by UW-IT. Indirect costs are prorated based on staff resources and allocated to both core services and self-sustaining services. In the future we will be able to compare these costs to the savings incurred in each of our services, using Fiscal Year 2011 as a baseline. Many of UW-IT efforts result in savings to the UW units. Examples include: Campus master license agreements with Microsoft and Apple that result in significant savings to campus through lower cost of licenses paid centrally and lower administrative costs at the unit level. A CDW/HP Partnership that results in simplified process for purchases of HP systems and up to 30 percent savings for UW units on desktops and laptops. An efecs effort to enhanced compliance by automating systems and streamlining processes for Faculty Effort Certification and Cost Share that results in improved accuracy and integrity of reporting data and that saves resources for the UW units by eliminating manual processes. A Financial Desktop Initiative to enhance enterprise financial reporting and effect timely decision making for academic, research, and administrative units that results in administrative cost savings at the unit level. Green initiatives that are reducing paper printing of online reports; minimizing data center power, network and space demands by virtualizing Computing Infrastructure Services servers; lowering energy consumption by about $700,000 through participation in the Pacific Northwest Smart Grid Project; and optimizing desktop power consumption through power management software. UW-IT FY13 Administrative Narrative P a g e 12

13 3. What impact has your process improvement had on your customers? Customer Satisfaction: Highlights of UW-IT s 2011 Survey: A customer satisfaction survey of 2,100 randomly selected students, faculty and staff was conducted in May 2011 to measure satisfaction with UW-IT services. The survey was conducted by MOR Associates, an external consultant with expertise in developing satisfaction surveys for IT organizations in higher education. The response rate was high: 35 percent (745 responses). Scoring was on a satisfaction scale of 1 to 6, with 6 being the highest. UW-IT overall ratings: UW-IT s overall quality of services was rated 4.88 (mean score), with 94 percent of all respondents at least somewhat satisfied. UW-IT s responsiveness to campus needs was rated 4.86, with 91 percent of respondents at least somewhat satisfied. Areas rated highly: The reliability and availability of the wired network had the highest ratings for a major service, at 5.20 and 5.18, respectively. Also highly rated were UW-IT s main help service (help@uw.edu), with scores in three key areas ranging from ; and telephone customer service, with two services rated 5.00 and Areas receiving lower scores: Lower scoring areas included wireless network reliability rated at 4.69; UW (Alpine deskmail) at 4.50; wireless network (Wi-Fi) coverage at 4.47; and cellular coverage at UW-IT has key projects underway to address the lower-scoring areas including a major Wi-Fi upgrade to significantly improve speed, coverage and reliability; continued improvements to cellular service offerings; and continued enhancements to UW cloud-hosted additional Google Apps and a move to Exchange Online / Office 365. Other significant infrastructure efforts include upgrades to the UW s wired network and aging telephone system. UW-IT FY13 Administrative Narrative P a g e 13

14 4. What key initiatives will your unit work on in the next 12 months to decrease costs and/or increase efficiencies? Specific UW-IT Priorities for FY 2012: Improve the student experience: Provide better academic planning and scheduling tools; enhance support for teaching and learning; expand computer laboratory access through a virtual laboratory ; upgrade and increase Wi-Fi access. Deliver core IT resources to students, faculty and staff: Continue core infrastructure upgrades, including networking, telephony, storage, collaboration, teaching and learning; improve managed desktop, server and storage offerings; implement UW-IT improvement initiatives. Leverage the cloud to provide more flexible and on-demand resources: Respond to growing demand for cloud services and associated institutional risk management issues; continue replacing on-premise with cloud-based solutions; provide easier-to-use tools; negotiate better vendor contracts to lower costs and offer more training to the UW community; work with the escience Institute to provide more access with better value to cloud computer platforms, such as Windows Azure and Amazon EC2 & S3 for research. Integrate mobility and global support: Ensure key applications are mobile friendly; work toward anytime/ anywhere/any device access to services; continue to integrate popular consumer devices. Be a UW leader in green computing: Increase server virtualization; leverage more efficient processors; pilot and evaluate improved desktop power management. Provide better business information systems: Improve enterprise reports by leveraging the Enterprise Data Warehouse with a strategic focus on providing analytical data for key UW initiatives; launch Human Resources/Payroll system modernization; provide incremental, but significant, improvements to business information systems, including piloting an enterprise workflow and a document imaging and management solution. Improve UW s risk profile: Implement Business Continuity Initiative Phase II; launch campus privacy initiative; increase computer security through centralized patch management, standard laptop encryption and better software compliance. Work on data center consolidation: Reduce the number of UW sites, providing significant cost savings. Explore strategies to continue to increase energy efficiency and reduce the overall data center footprint. 5. Comments or further explanation: UW-IT FY13 Administrative Narrative P a g e 14

15 Benchmarking 1. How does your unit measure against other universities and/or other appropriate institutions (if available)? Please give specific examples and explain how you use them. Benchmarking against other universities for IT costs has been challenging. Each institution aggregates its services differently and has different methodologies for calculating the costs of its services. However, UW-IT has been working on peer benchmarking and has participated in two surveys over the past year; they provide perspective of how we compare with other higher education institutions and with industry. Educause Survey: Educause, a nonprofit association of over 2,000 higher education institutions whose mission is to promote information technology, conducts a Core Data Service Annual Survey. The most recent survey uses data collected for Key Comparisons: Area Educause Data UW-IT Total Central IT funding as percent of institutional budget 3% 2% Total Central IT funding per faculty & staff FTE $4,713 $2,776 Central IT staff as percent of institutional IT staff 17% 9% Info-Tech Research Group: UW-IT participated in a survey on IT budget and staffing metrics conducted by the Info-Tech Research Group, an industry specialist. There were only a few participants representing higher education, but broader industry comparisons show that UW-IT falls into the lower 25 percent quartile on central IT operational budget to institutional revenue and number of central IT staff to all staff. UW-IT has used the following resources to see how we compare to peers: Gartner: When UW-IT approaches a significant new initiative or procurement, we reach out to industry analyst, Gartner, which provides specific analysis and offers cost comparisons based on industry standards and peer comparisons. WTC: UW and UW-IT have engaged WTC, Inc., a specialist in IT and Telecommunications costing, for multiple cost studies at UW. Based on its experience, WTC is able to provide insight into comparisons with selected peers. Most recently WTC completed a University-wide IT cost study. Results of that study are now under review. UW-IT FY13 Administrative Narrative P a g e 15

16 2. If you do not currently benchmark, what are your plans for the future? Under our Service Management program, UW-IT is developing a dashboard to illustrate how we are aligning core services with both UW and UW-IT strategic goals. Components will include fiscal measurements, project portfolio information, customer satisfaction results, benchmarking, and strategic plan implementation progress. 3. Comments or further explanation: Other 1. What ongoing efforts, strengths and particular challenges do you see for your Unit? Do you anticipate requesting any fee increases? Our biggest challenge will be to address the strategic priorities of the University, including many new initiatives focused on teaching and learning, while facing additional budget reductions. In addition, we are seeing a significant increase in usage by faculty, staff, and students without any increase in resources. There will be no increase in the FY 2013 Technology Recharge Fee. It remains at the Fiscal Year 2011 and Fiscal Year 2012 levels. Budget reductions to our GOF/DOF budget, will NOT be passed on to UW units through the Technology Recharge Fee. Self-sustaining rates for Fiscal Year 2013 are under review from Management Accounting & Analysis to ensure compliance with federal costing guidelines. Most rates are projected to remain the same, with only small increases or decreases in a few services to reflect actual cost variances. UW-IT FY13 Administrative Narrative P a g e 16

17 Budget Reduction Plans 1. How do you plan to take the upcoming budget cut for FY2013? Plan for a 5% and a 10% cut prior to any new allocations. Be as specific as possible. A 5% reduction in GOF/DOF = $2,069,059 - A 10% reduction in GOF/DOF = $4,138,118 Reductions may be taken in the following areas: Support for administrative information systems Network systems Computer operations and infrastructure support Customer service support Information security Support for UWTV and KEXP Reducing UW support to the Pacific Northwest Gigapop by 5 percent to 10 percent Impacts: The cumulative budget reduction of UW-IT s GOF/DOF resources from 2009 through 2012 has been 24 percent (including Information Management). Despite the implementation of the Technology Recharge Fee in FY 2011, we have continued to incur staff reductions that have brought us to critical levels in most operational areas. Further reductions are not sustainable and dramatically increase our vulnerability to service disruptions. The following describe impacts to key areas: Support for Administrative Systems Core staffing to support our Financial, Purchasing, HR, and Student systems is at a minimum, increasing our risk in managing these aging systems Reduction in our capacity to develop and deliver efficiencies and enhancements to the UW s aging administrative business systems Reduction of our ability to support new initiatives critical to meeting the University s expanding information needs, including support of data management, development of Web services, and build-out of the data warehouse Network Systems Increased risk of unexpected system outages Delays in troubleshooting and resolving system outages, along with decreased support for after-hour responses Certain delays in infrastructure replacement or upgrades in the UW network backbone Slowed expansion of the UW Wi-Fi network Computer Operations and Infrastructure Deferred maintenance and replacement of administrative system hardware and server upgrades Delays in troubleshooting and resolving system issues in computer operations, along with decreased support for after-hour responses Customer Service Decreased support, longer response times, higher number of abandoned calls to the centralized help desks, longer queues for service requests, and decreased support for after-hour responses UW-IT FY13 Administrative Narrative P a g e 17

18 2. How do you plan to use your carryover funds? Indicate what percent of your total carryover you expect to use in each category. UW-IT s carryover funds will be used for: Supporting new initiatives in Information Management Student modernization (e.g., MyPlan) New equipment to support the Enterprise Data Warehouse and the Office of Planning and Budgeting Enterprise Reporting Initiative Backfill with temporary positions in support of administrative business systems Provost supported IM projects (carryover stays with the specific project): o efecs o Financial Desktop o Document Imaging o Kuali Student o Student Modernization o Kuali Rice o HR/Payroll Replacement New or continuing initiatives o Student Learning Initiatives o Collaboration tools, including Office 365 o Business Continuity Start-up = % Aid & Waiver Reserves = % Temporary Salaries = _5 % Deferred Maintenance / Capital Investments = % Reserves = 20 % Equipment = % Unit Strategic Initiatives = 75 % UW-IT FY13 Administrative Narrative P a g e 18