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Vision and Strategic Plan

Our Vision

University Technology Services will provide expertise, value, and excitement for information technology initiatives that inspire education, research, and service. University Technology Services staff members are valued partners with the campus community. We are inspired by asking: What is the most we can do to help students achieve their educational goals?

Our Mission

The mission of University Technology Services is to provide, assist with the selection of, and support the ongoing operation of, technically current and reliable information technology resources for students, faculty, and staff. University Technology Services implements solutions that are innovative, integrative, and supportive to evolving university goals. University Technology Services provides information technology resources to enhance, support, and foster teaching, learning, research, administration, service, communications, and outreach.

We will accomplish our mission by:
  • Creating and maintaining partnerships, and seeking input from advisory groups through an inclusive Governance structure. University Technology Services provides leadership through influence and value-added counsel, working through the Governance structure.
  • Planning and providing state-of-the-art, high-performance networks, systems, and applications that are constantly evolving to next-generation solutions.
  • Planning and implementing changes to avoid any service disruption and disruptions for the educational community, maintaining an “always on” environment.
  • Providing expertise in the development, requirements evaluation, selection, adoption, and use of information technology resources, systems, architectures, and standards.
  • Recognizing that our environment consists of devices, systems, applications, data, and people, all in motion on different orbit paths, in a solar system of information technology.
  • Building and maintaining technical infrastructures and environments that emphasize innovation, mobility, agility, technical currency, accessibility, best practices, scalability, and adequate capacity.
  • Maintaining a trustworthy environment by emphasizing security, recovery, availability, reliability, and risk management.
  • Seeking efficiency and sound financial stewardship through consolidation, virtualization, right-sourcing, and life-cycle planning.
  • Maintaining a high-quality, technically skilled, trustworthy, client-focused, enthusiastic, flexible, and diverse information technology organization and culture that provides professional fulfillment, professional development, and growth for its employees and opportunities for student employees.
  • Supporting Oakland University values, goals, strategic initiatives, policies, and procedures, and demonstrating a strong awareness of the community.

Game Changers and Change Drivers

Several factors are changing how we work and how we approach information technology. Our planning efforts must consider game changers:
  • Mobility: Such that students, faculty, staff, devices, software, and data are all in motion, in different orbits, and services focus on value-added in a mobile moment.
  • Device proliferation: Moving away from desktop-centralized computing to individual computing decisions moving in a swirl among several devices.
  • Communications:  Focus on converged and high quality communications in a variety of modalities.
  • High density wireless networks: Moving away from a model of adequate coverage in a network-as-a-convenience model to high-density enterprise, administrative, and business quality, implementation.
  • Scalability has become an important driver affecting many areas of planning, including network capacity, storage capacity for big data, and solutions that provide for crowds of students in online classes or visitors to online services.
  • High capacity, high performance networks are important for research data file exchanges, for online educational materials, and for educational video.
  • Increasing support for research: Supporting the mission to increase the university’s research profile.
  • Virtualization: Various techniques and methods used to create a software-defined service, rather than implementing a physical architecture.
  • Software proliferation: Increasing software variety leading to an explosion of software purchases in a variety of flavors, including on-premise install, subscription-based service, and apps. In addition to all the variety of software choices, vendors are also reconfiguring licensing models, often with significant additional costs.
  • Cloud computing: Choosing storage, computing, and applications in the cloud when it makes financial and security sense.
  • Greater skill diversity: Standard software implementations, such as the university ERP implementation, are now breaking into a variety of smaller packages with different technologies, requiring different skills. Mobility, density, and virtualization are also forcing skill diversity. Growth of software as a service and other contracts require skill growth in contract and vendor management.
  • Increasing mandates: Government and regulatory agency compliance, particularly for tracking student success and data security initiatives, are significant drivers.  Security in all technology areas is critical.
  • Analytics: To respond to increasing pressure to demonstrate results, in education and all endeavors, we need to understand our environments through data analysis. We need to use university data to inform our decisions and to forecast our future.
  • Importance of relationships: Our relationships with future students, current students, and alumni require that we implement tools and solutions to best maintain personal connections.
  • Efficiency: Accomplishing goals with attention to scalability, energy utilization, and space.

Strategic Plan

Our Strategic Plan for Information Technology at Oakland University, for the period July 1, 2014 - June 30, 2017, is now posted and available for comment. Please send comments to the CIO, Theresa Rowe, at rowe@oakland.edu.

Annual Goals

Our projects align with the IT strategic plan, and our story is one of adding value to the Oakland University information technology environment.  Our goals are available for review: 2014-2015 Goals. Please send comments or questions to the Chief Information Officer, Theresa Rowe rowe@oakland.edu.

Annual Report

Our 2014 Annual Report is available in PDF or Microsoft Power Point formats: 2014 Annual Report PDF or 2014 Annual Report PowerPoint . Our prior Annual Report is available: 2013 Annual Report. Your comments and feedback are appreciated.

Theresa Rowe provided an annual update presentation in March 2013. The presentation slides are here: Presentation

Message from the Chief Information Officer

How can information technology resources be best implemented and utilized at our university?  We would like to hear from you; please email Theresa Rowe at rowe@oakland.edu.

Theresa Rowe, Chief Information Officer, University Technology Services

UTS Leadership

Read about the UTS Leadership.

Core Competencies

UTS information technology professionals will have a knowledge mix that includes five orientations: technology, service, change, communication, and strategic thinking. This is based on value orientations that lead to success: "technology orientation, a service orientation, a strategic orientation, and a change orientation." (M. J. Earl & P. D. Vivian 1999).