Campus IT Strategic Plan

View the Planning Documents / PDF Version / Strategic Plan Members

July 2007

Vision:

The University of Iowa information technology community uses open, collaborative processes to provide IT services and technologies that add measurable value in fulfilling the University’s teaching, research and service missions.

Contents

Introduction

Two things stand out about Information Technology (IT) at The University of Iowa:

  1. IT is vital to the University’s successful achievement of its mission; and
  2. IT infrastructure and services are delivered in a distributed, but increasingly coordinated, manner.

Given this state of IT at Iowa, a campus-wide IT strategic plan became a necessary tool to guide our investments in and directions for IT. Developing this plan in collaboration with all of the campus IT providers and users was also necessary to remain faithful to the collaborative nature of IT campus support.

How this Plan was Developed

This first-ever Campus IT Strategic Plan is the result of a year of review and assessment, followed by a year of developing, sharing and honing the vision and goals for IT at the University. A key contribution to the success of the 2005-06 Campus IT Review was the broad involvement from campus, with many opportunities for input throughout the process. This approach was adapted for the strategic plan.

The IT Strategic Plan Planning Group was the primary team leading the process. Appointed by CIO Steve Fleagle, this group was the decision-making body for the process and produced recommendations for review and input by stakeholders and IT-related campus advisory groups and committees. The group organized the effort, developed the process to be followed and oversaw its implementation. Members of the group also appointed subcommittees as needed to complete parts of the process or plan. The group widely distributed information about the process and regularly updated existing campus advisory groups and IT-related committees.

The Planning Group followed a series of key steps to develop the plan:

How this Plan is Organized

The University’s IT community is a highly complex organization of locally and centrally provided people, services and infrastructure. To be successful, this plan must recognize that complexity. Some actions addressed in this plan will be undertaken by central IT units for everyone; other actions will be taken locally by all IT service providers in a coordinated manner; still other actions will be specific to each unit based on that unit’s needs, as determined by the local IT providers. This combination of campus-wide and local actions reflects the successful, distributed nature of IT on our campus.

Because of its distributed nature, this plan does not attempt to describe all IT actions in one place. Instead, it provides the high-level vision, guiding principles, goals and strategies that can bring the campus together in a coordinated, strategic effort.

In conjunction with the release of the plan, the Planning Group is also releasing the Campus IT Action Plan that addresses the goals and strategies with specific campus-wide actions. IT providers across campus are producing their own IT action plans which will include their local units' specific needs. Collectively, this describes The University of Iowa’s strategic plans for IT.

Document(s) Content
Campus IT Strategic Plan IT vision, guiding principles, goals and strategies for the entire University.
Campus IT Action Plan Campus-wide actions to support the strategies and goals in the Campus IT Strategic Plan.
Unit Action Plans Unit-specific actions to support the strategies and goals in the Campus IT Strategic Plan and local unit strategies; unit action plans are to be completed by both central and local IT units.

While this Campus IT Strategic Plan itself will guide our efforts for the next 3-5 years, the campus and unit action plans provide us the opportunity to annually revisit our success in meeting our goals and adjust our actions as needed to improve. IT is constantly changing; to provide value, we must continually adapt to these changes to meet the needs of University users. This annual planning process builds on the collaborative nature of IT on our campus and will give us additional opportunities to share plans, success stories and lessons learned.

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The Value of Information Technology at The University of Iowa

Information Technology (IT) is vital to The University of Iowa. It extends broadly across the campus and is central to the daily life, courses, research and work processes of virtually every UI student, faculty and staff member. Investments in IT are strategic in nature and link directly to many of the goals in The Iowa Promise, The University of Iowa’s Strategic Plan for 2005-2010. Most day-to-day campus activities involve the use of IT in some form. This ubiquity, however, can sometimes lead to taking IT for granted. It is not uncommon for users to overlook the value that IT provides and its contributions to University success.

Current technology trends show no sign of abating, and advancement will likely continue at an accelerated rate. When strategically selected and implemented, technology has the potential to increasingly add value, innovation and opportunity to The University of Iowa.

How IT provides value to The University of Iowa

  1. IT allows an instructor to use new teaching approaches to help students be more successful. Course management systems allow instructors to provide material to students using multiple methods that better meet students’ individual learning needs. The use of rich media in and out of the classroom allows for a more engaging and active learning experience than with traditional methods alone.
  2. IT enables collaboration between students, faculty, researchers and the community. Shared group Web sites are a common, easily accessible repository of material; e-mail allows for asynchronous communication; and videoconferencing provides an enhanced experience for communication at a distance.
  3. IT allows researchers to explore new techniques and thus new areas of inquiry. Computer simulations enable researchers to perform experiments that are otherwise unachievable without technology. Visualization of complex data sets allows researchers to extract information in less time-consuming ways.
  4. IT enhances communication inside and outside The University of Iowa. E-mail has largely replaced paper memos, and Web sites often substitute for printed reports and brochures.
  5. IT automates or reduces the time and cost of manual activities, allowing faculty, staff and students the capacity to engage in more valuable activities. Word processing has replaced typewriters, electronic workflow has replaced the physical exchange of paper forms between offices, and online admissions and registration systems reduce students’ efforts pertaining to those activities.
  6. IT provides ways to store, manage, share and obtain large amounts of information and make it easily accessible when needed. Modern financial systems provide easier access to information than paper reports, and publishing data in the University data warehouse provides access to information that was previously difficult to obtain.

An IT strategic plan is an excellent way to facilitate decisions about IT so the campus can continue to receive value from the use of IT.

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Vision

Information Technology at The University of Iowa continues to increase in importance, value, complexity and integration relative to the functions and operations of the University. Given its increasing role, it is essential that the varying aspects of IT be assembled under a common vision:

The University of Iowa information technology community uses open, collaborative processes to provide IT services and technologies that add measurable value in fulfilling the University’s teaching, research and service missions.

To fulfill the key elements of this vision, the University IT Community will:

Access to information

Develop IT infrastructure, services and support to provide the right information to the right people at the right time.

Value

Provide measurable value in fulfilling the University’s mission of teaching, research and service through projects and services tightly aligned with and in strong support of the goals of departments, colleges and the University.

Use of technology

Provide accessible support, education and training for faculty, staff and students so they can effectively use technology in pursuit of individual, collegiate and University goals.

IT Community

Share and promote this vision of IT within the IT Community and throughout the University, and work together across organizational boundaries to provide effective IT infrastructure, services and support to the University.

Governance

Establish clearly defined roles, responsibilities and accountability in the decision-making process. When balancing consensus vs. authoritative decision-making processes, strong preference will be given to engaging the affected constituencies in a broad sense, gathering the right input and ensuring all stakeholders have a chance to be heard. Using a process that is transparent and that cultivates wide-ranging support will yield the best possible decisions.

Planning

Develop, implement and follow an annual planning process that openly reviews progress toward past goals and sets goals at many levels (e.g., departmental, collegiate, division, campus). Widespread sharing of, and collaboration on planned activities will be aggressively pursued. These plans will recognize the value of the greater good and incorporate it wherever possible.

Infrastructure

Provide a reliable and secure IT infrastructure that facilitates the deployment of IT services according to campus-wide needs. The infrastructure will be cost-effective and will work to enable other services rather than constrain them.

Cost-effectiveness

Recognize that IT is an enabler of other University activities and is not a goal unto itself. Services will be cost-effective, and IT investments and decisions, both one-time and ongoing, will be made with complete analysis.

Execution

Align operational activities with strategic and tactical plans in ways that efficiently provide progress, step-by-step, toward goals. The successful execution of IT strategies requires carrying out day-to-day activities with focus and efficiency.

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External Environmental Scan

The rate of change in IT presents many challenges and opportunities for academic institutions. In conjunction with the IT strategic planning process, The University of Iowa Strategic Planning Group completed an environmental scan in an effort to identify the major issues, barriers, advances and risks the University faces as we implement this plan. The External Environmental Scan document discusses a wide range of topics that have been identified as important to the IT strategic planning process. These topics include: changes in the IT sector, the commoditization and consumerization of technology, security, funding and research issues, emerging technologies, increased assessment of learning, administrative technologies and demographic changes.

Numerous issues will impact the implementation of policies and the use of IT at The University of Iowa; however, there are a few trends with the potential to have the greatest influence:

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Challenges of Strategic Decisions

Achieving the vision for IT at The University of Iowa requires strategic decision-making to ensure optimal value for students, faculty and staff. The pervasive use of technology, along with its importance in nearly all University functions, contrasts with the limited resources available. The challenge lies in making real-world decisions that properly balance competing, desirable dimensions.

Some of these competing dimensions are listed below. Most represent a spectrum, so that the optimum choice is not one or the other but something that best balances the two extremes. Other dimensions are best resolved in a direction that differs from the way they are most often portrayed. We have used these dimensions of decision-making to inform the guiding principles outlined on the following pages.

  1. Consensus vs. Efficiency in decision-making
  2. Standardization vs. Customization
  3. Centralized vs. Distributed
  4. Innovation vs. Stability
  5. Proprietary vs. Open source
  6. Resource priorities for teaching and learning vs. Research vs. Administrative needs
  7. Single vendor integration vs. Vendor diversity through interoperable standards
  8. Reengineering processes vs. Reengineering systems
  9. Cost effectiveness for IT providers vs. Cost effectiveness for IT consumers
  10. Purchased applications vs. In-house developed applications

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Guiding Principles

We acknowledge that the following guiding principles do not completely reflect today’s culture at The University of Iowa. Rather, we believe they will guide us in moving forward toward our vision of IT.

Given the key challenges of strategic decision-making described in the previous section, we adopt the following principles to guide us in making decisions and setting direction for IT at The University of Iowa:

GP 1. Technology decisions should include broad input from those most impacted.

Decisions about the selection, use, support and life cycle of technologies will be made with the involvement of the users and stakeholders who are most impacted by those technologies. Decisions at all levels about IT services and direction will be made in an open manner to promote sharing with others who face similar decisions. The campus, collegiate and departmental plans will guide decisions concerning technology.

GP 2. IT professionals should strive to have a thorough understanding of the education, research scholarship and service needs of their units and the University.

We do not believe in deploying technology for technology’s sake, unless there is ongoing research involved. The best use of technology comes when it directly supports the endeavors of the departments, colleges and administrative units in advancing excellence in education, research, scholarship and service. It is becoming increasingly important for IT professionals to understand these needs in order to make effective IT decisions.

GP 3. The University seeks to gain the maximum value within the life cycle of technology deployments and will adopt new and retire old technologies appropriately.

The University will adopt technologies in ways that optimize value for the campus. Adopting “bleeding-edge” technology most often requires extraordinary resources compared to the value provided and the risk involved. Value to the institution is often greatest when we can apply the lessons learned by others. This often allows us to deploy new technologies and services in shorter time frames, provide more reliable and complete services earlier in the deployment of new technologies, and discover better models to deliver and support the services.

There may also be times when the situation requires us to be more or less aggressive, depending on users’ needs and potential benefits, technology risk, costs and other aspects specific to a particular situation. When early adoption of an emerging technology is necessary, the flexibility and agility of these efforts will be supported as pilot technologies and services. Thorough evaluation and planning will be required before deciding to transition these pilots to large-scale efforts.

Likewise, technologies will be retired when the resources required for their support are greater than the value provided. Timely retirement of services is the key method to reallocate resources to new services or make improvements to existing services.

The adoption and retirement of services requires a thorough understanding of the life cycle of the technology. Thus, resources required to deploy, support, train users, renew or refresh, and retire IT services and technologies must be included when planning for and deciding to adopt technologies.

GP 4. Innovation must continue to be a part of the use and application of technology on campus. Innovation should focus on the application of technology and on how the IT Community collaborates to meet the needs of the campus.

Innovation is an important part of the IT Community. Even though the University may not often create new information technology or adopt it at the bleeding edge, there are other ways in which innovation is vitally important to our success. One noteworthy example is the collaborative methods the IT Community has developed for jointly providing technologies that better support the needs of the campus. And yet we’ve merely scratched the surface of the opportunities available. An even more significant opportunity is for IT providers to find uses of IT that enable faculty, staff and students to be innovative in their activities. Enabling the innovative use of technology within the IT Community and in support of University activities creates a high level of value for the campus. Innovation in the ways we work together and in the application of technology to help faculty, staff and students allows IT to have the greatest impact with the limited resources available. Wherever possible, innovation in these areas must continue.

GP 5. “Integration” and “ease of use” should be expected features of all new systems or technologies.

Campus applications, systems, communications devices and classroom technologies must be integrated and easy to use so as to provide effective IT systems for the campus. The judgment of “ease of use” should be focused on the holistic user experience across multiple systems, even when these systems are developed and supported by multiple providers. Ease of use and the ability to integrate with other systems are two of the most important aspects of IT systems. We recognize that systems that can reuse, build upon, and integrate with our existing systems provide more value to the University, and we will favor systems with these characteristics.

Electronic information will be available wherever and however it is needed. This information should be available in an integrated fashion wherever possible. Information should not be entered more than once and should be accessible to all applicable systems.

GP 6. The University should examine opportunities for business process improvements in conjunction with the adoption of software before reengineering administrative IT systems.

An analysis of existing business processes and an examination of opportunities for process improvement are important precursors for reengineering existing systems or implementing new ones. It is important to analyze the financial, support and service aspects of reengineering business processes compared to reengineering IT systems. This is especially true in large purchased software systems where customization can significantly increase life cycle resource requirements and limit our ability to migrate to other solutions. When we identify a need to implement an application, we will define our ideal process and examine the marketplace for an application meeting those standards. If the closest match does not meet our goals, we will ask this question: Do we modify the application to meet our ideal process or do we relax our ideals and make process adjustments that fit in with the application?

GP 7. Open standards and interoperability are important and highly valued characteristics.

It is in The University of Iowa’s best interest to develop systems that are interoperable and do not depend solely on a single vendor. While open standards are best suited for the University, industry standards are the next best choice. Our IT systems should rely on proven, open standards and interoperable implementations. We will avoid technologies that lock us into a single vendor or that prevent easy migration from one system to another. The complexity of today’s IT vendor landscape and the myriad of sometimes inoperable standards mean there are times when the need for functionality may require the use of a proprietary solution.

GP 8. Applications will be adopted when available and built or integrated when necessary.

Our first choice is to buy, adopt and implement off-the-shelf applications that meet our needs. However, we recognize there are times when building our own systems to strategically differentiate The University of Iowa may be an advantage. There are also cases where integrating different best-of-breed software systems can provide the benefits of traditional build or buy implementation methods. The decision to build, buy or integrate is not made lightly or without a thorough analysis of the options. When building our own systems, we should make every effort to participate in community source efforts to both share our expertise and reap the benefits of others’ contributions.

GP 9. Security and privacy of electronic information will be highly valued and all systems and infrastructure will meet required levels of security and privacy.

The University has an obligation to keep sensitive information private and to keep systems secure for reliability, availability and to prohibit unacceptable use. In order to meet these obligations, security standards must be maintained at all levels. It is important that all systems meet these standards, since even one system or application without proper security can become a threat to the operation of other campus systems. In meeting these standards, we should strive to provide security in ways that are as unobtrusive as possible.

GP 10. IT infrastructure will be designed and implemented to provide a foundation for other services, using sustainable maintenance and funding models.

The infrastructure required to support information technology must be secure, reliable and cost-effective. Capital planning for replacement or renewal is an important part of sustaining the IT infrastructure. The infrastructure will support basic services across the campus and provide those services for all departments and classrooms. For this purpose, IT infrastructure includes the fiber in the ground, the wiring in the walls, the servers supporting applications, middleware, classrooms and other equipment and services broadly needed to provide applications. Equally important to providing a solid foundation, the infrastructure must be interoperable and consistent.

GP 11. The people who provide and support the technology are more important than the technology itself.

We value our employees’ diversity, knowledge and commitment. We will strive to provide an engaging, competitive and positive work environment. It is through their individual creative effort that we will achieve organizational success.

GP 12. IT services will be delivered using a balance of central and local providers working together to provide the most effective delivery of IT services to the campus.

IT services, infrastructure and support are delivered through a combination of centralized and local resources. This hybrid approach is a strength of The University of Iowa, and it must continue in order to leverage the unique strengths and business needs of the many local and central IT providers. Achieving a balance among these providers requires collaboration, with each delivering the portion of the service that best fits their strengths. Some factors influencing the balance for any one service are listed in the table below.

Toward Local Toward Central
The optimum balance for the provision of IT services is more toward the local end of the spectrum when: The optimum balance for the provision of IT services is more toward the central end of the spectrum when:
The service requires flexibility and adaptability to meet local needs The service benefits from economies of scale
The service is unique or has significant variability among departments The service is more “utility-like” in nature
There is value to service providers, staff, faculty, students or the public in having a consistent service with peer units at other institutions There is value to service providers, staff, faculty, students or the public in having a consistent service across the campus
The service requires significant individualized support The service requires highly specialized skills and relatively small efforts at the local level
A new service is not expected to grow to campus-wide use The service increases in value as the breadth of campus use increases
A new service is expected to grow, but the transition to an enterprise service is not well understood The service is expected to provide significant integration with other IT systems
There are minimal security and/or compliance issues and low institutional risk exposure The service exposes the institution to high risk
A central system does not allow for customization A centrally delivered service is responsive to local needs
It is more important to be agile at the local level than at the central level Many campus units depend on the service
The information in a system needs to be consistent within one discipline and across institutions The information in a system needs to be consistent on a campus-wide scale
Example: Desktop User Support Example: HawkID (Identity Management)

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Goals and Strategies

Introduction to Goals and Strategies

The following five goals describe the key IT improvements that The University of Iowa must make in the next few years in order to achieve our vision. The campus will need to take numerous actions and make additional, detailed decisions that are not explicitly covered by the following goals and strategies. As we release the Campus IT Strategic Plan, we also are releasing a Campus IT Action Plan to address specific actions that will help us make progress toward the strategic directions described in this plan.

Goal 1. Support student success through IT systems and services.

Strategies:

  1. Promote students’ and instructors’ use of information technology to support student academic achievement.
  2. Provide methods and data for tracking student progress via integrated IT systems.
  3. Expand training and support programs for campus e-learning systems and tools.
  4. Explore, evaluate and foster emerging technologies that enhance teaching and learning.

Goal 2. Support the evolving research needs of the campus.

Strategies:

  1. Cultivate an e-research community.
  2. Enhance existing basic IT services to better meet the needs of researchers.
  3. Develop cyberinfrastructure and services to address the unique needs of researchers.
  4. Support technology that facilitates collaborative research.
  5. Facilitate the translation of the broad array of research activities into the curriculum.

Goal 3. Secure our electronic information and IT systems.

Strategies:

  1. Develop tools and services to secure our information assets.
  2. Appropriately manage all IT systems according to applicable policies and best practices.
  3. Locate, protect and track the use of sensitive information on campus systems.
  4. Increase awareness of each individual’s role in IT security and privacy.

Goal 4. Increase the utilization and effectiveness of IT.

Strategies:

  1. Improve user knowledge, skills and abilities regarding available technologies, services and tools.
  2. Improve efficient and effective access to electronic information.
  3. Expand and improve end-user support.
  4. Build and buy systems that are easy to use and understand.
  5. Include technology usage considerations in process-improvement initiatives.
  6. Provide tools and training for IT providers to better understand how end users are accessing campus data.

Goal 5. Provide IT services that meet the campus needs in a coordinated and efficient manner.

Strategies:

  1. Actively pursue the understanding of campus IT needs, and develop supported services to meet those needs.
  2. Increase cost-effectiveness of IT solutions on campus.
  3. Build a new campus data center and data management infrastructure as part of an overall strategy to centrally provide a core IT infrastructure that efficiently enables locally delivered services.
  4. Implement effective planning and governance for IT at organizational levels, and joint annual planning cycles for all IT groups on campus.
  5. Improve IT processes to gain efficiencies and provide better services with available resources.
  6. Build the IT community and increase collaboration opportunities.

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Indicators of Success

Measuring the success of IT for The University of Iowa requires thatinformation be gathered and targets set at multiple levels. Though complex, this is essential so that we can make future decisions based on data. This method also supports our hybrid approach to IT service delivery via collaboration between local and central IT providers. Indicators at all levels will tie back to the coordinated campus IT planning initiated through this Campus IT Strategic Plan, and used to make better decisions as we move forward. Indicators will be determined, implemented and published at the following levels:

Indicators Related to Specific Actions or Initiatives

Indicators that measure the success of the actions and initiatives undertaken as part of the Campus and Unit Action plans will be tracked and reported as a part of those efforts.

Overall University IT Health

Indicators that identify metrics and set targets related to the overall health of IT will be developed within the Campus IT Leaders group, and shared widely. These indicators will include metrics about each IT service as well as the overall IT organization.

IT Strategic Plan Progress

Indicators that focus on the progress of this Campus IT Strategic Plan are outlined below.

IT Strategic Plan Progress Indicators

The indicators of success for this plan should be set at a high level: How close do we come to fulfilling the vision this plan lays out? The first part of the vision defines how we will do things; the second part, what we will do:

The University of Iowa information technology community uses open, collaborative processes to provide IT services and technologies that add measurable value in fulfilling the University’s teaching, research and service missions.

We will measure the “how” by focusing on indicators of collaboration and joint planning. The “what” measures will be a combination of user-based opinions and true metrics. We also will include benchmarks with peer institutions, more as a means to track trends than to make absolute comparisons. These indicators are not intended to evaluate every component of this plan, nor are they intended to stand alone. Rather, they give us the data we need to examine trends and opportunities for improvement over time that reflect on the overall success of IT at the University.

User Survey

To fulfill the second part of the vision, it is essential that user needs and opinions are gathered and understood. To accomplish this, a regular electronic survey of users will be developed and implemented centrally that will examine user satisfaction, utilization and importance of targeted IT services and the perceived effectiveness of IT services to the users. The survey is envisioned as going to each campus user once per year, divided into 6-12 different e-mailings spread over the year, and including a proportion of each of the broad user groups: students, faculty and staff. The intent is not only to gather absolute data, but also to put a mechanism in place that will allow trends and needs to be tracked, and changes more easily identified on an ongoing basis throughout the year.

Initial Indicators of Success

Strategic Plan Progress
Indicator Target
% of IT Action Plans shared from colleges and IT units 100 %
% of Campus IT Leaders (CITL) meetings attended by a representative from each Organization 100 %
% of users reporting that targeted IT services meet their needs (via User Survey) Target is 100 % for each service, but it is recognized that not all services are intended to be used by every user.
# of hours per week users report are personally saved through their use of technology (via User Survey) No baseline. Need to set baseline, then increase each year.
% of users who report they have improved their effective use of technology in the last year (via User Survey) No baseline. Eventually want it to be 100%, so that each user makes improvements every year.
# of Process Improvement initiatives completed by campus IT units 1 per IT unit per year
Estimated dollar value of technology solutions implemented as part of a Process Improvement initiative No baseline. Set first-year target at $50,000 campus-wide, then increase each year
Total IT costs for the University Benchmark
Total IT staff for the University Benchmark
Total IT spending as a % of total University budget Benchmark
Number of supported users by type (students, staff, faculty) per IT staff Benchmark
Infrastructure Capability – Networking and Computing Benchmark
Overall University IT Health – Measures for each Service
Reliability (System availability, uptime, downtime) Target set by service
Utilization (How much is the service being used?) Target set by service
Cost of Service (Total cost and cost per usage indicator) Target set by service
Overall University IT Health – Organizational
Working at Iowa Survey Results Trend analysis
Employee Retention/Turnover Trend analysis

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Glossary of Commonly Used IT Terms

Cyberinfrastructure: the convergence of the Internet, computing devices and databases into a tightly integrated grid that enables peer-to-peer collaboration communities in research and instruction.

With a well-established cyberinfrastructure, individual researchers will have the power of the world's highest-performance digital resources at their disposal. And teams of researchers will attempt to answer questions that had previously been unapproachable because the requirements were too much, too hard, too long or too complex. (source: National Science Foundation).

Goals: measurable achievements that are needed to fulfill the vision for IT.

Because it is inherently difficult to predict the future of IT or how the environment may change, reaching these goals will be an ongoing, iterative process. Nevertheless, we should continue to make progress toward these goals.

Information Technology (IT): the people, processes and technology involved in delivering information-based services to the University community.

The people include the IT service providers. The processes include the policies and workflows of the IT service providers and IT users. The technology includes facilities, equipment, software and computing hardware.

IT Community: a collection of communities of IT practice, each focused on a specific set of skills or activities.

The IT Community includes people whose roles depend on advanced IT skills, including IT professionals (people in IT titles), power users and in some cases IT advocates or enthusiasts.

IT Staff: people in full-time or students in part-time roles in which providing and supporting IT services is the main job responsibility.

The IT Staff includes a distributed set of students and professionals serving the campus community. The very nature of the University’s IT needs leads to IT staff that serve both local needs and collective campus needs.

Strategies: methods and initiatives that help achieve goals.

Strategies will describe key decisions and changes to our IT environment that are crucial for us to achieve our strategic goals.

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