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FY22 Balanced Scorecard Goals progressing
November 11, 2021
Progress is underway for all ten of IT’s Balanced Scorecard Goals for FY22, which are aligned to the strategic anchors of Service Quality, One IT @ Yale, and Workplace of Choice. SLT leaders and team participants are commended for ensuring that these goals continue to move forward.
“These are in essence our internal goals, the ones that over time shape our ability to respond to institutional need through evolution in our service approach, our stewardship, our operational methods, and our organizational approach.” John Barden, CIO
As CIO John Barden reinforced in the ITS Balanced Scorecard Training video, “Balanced scorecard for IT is our way of embodying the critical annual goals to achieve our strategic objectives. We call it a ‘Balanced Scorecard’ because it’s built by looking at our goals through several different lenses; a stakeholder view, a financial view, an operational process view, and an organizational view. And by shaping our annual goals through these lenses we assure our goals reflect all facets that are necessary or are “balanced” to improve the probability of achieving lasting change.”
Barden continued, “It’s important that these kinds of goals sit separate and distinct from our annual project or service delivery expectations that we perform for the Yale community. These are in essence our internal goals, the ones that over time shape our ability to respond to institutional need through evolution in our service approach, our stewardship, our operational methods, and our organizational approach.”
In addition to charter drafts being developed, the following progress has been made:
|
Goal & SLT leader & participants |
Strategic Anchor |
Description |
Progress |
|
Refine Rate Model for implementation for FY23 Budget (Mark Manton, Karen Polhemus) |
Service Quality |
ITS is reviewing the current rate model to update all of our rates to align them with our peer institutions and provide financial incentives for embracing broadly used University solutions. During the first half of FY22, the ITS Finance team is socializing rates for feedback and preparing information for presentation to the Assessment Committee for final approval. New rates will be available in November, and the community can use them for FY23 budgeting. |
On track, socializing the refined rate model, which has been well received. |
|
Complete Service Level Agreements (SLAs) for remaining services and operationalize in accordance with the Service Guidebook (Paul Rivers/Chris Lago, Lou Tiseo, Lisa Sawin, Frank Mathew) |
Service Quality |
This year we will complete the services which clarify and document their operational plans and commitments according to the “Manage Your Service Guidebook” developed and piloted last year. Clarified expectations provoke useful discussions in the IT governance process as well as prioritize future RTS work. The result is improved Service Quality. |
Of the 55 services, we have completed 24 SLA’s in Phase 1 and the remaining 31 are split across three sessions. The SLA’s are being reviewed and comments provided as work progresses. The SLA’s are not due to be completely input into ServiceNow until the end of the fiscal year, it’s an ongoing process as they are completed. |
|
Reengineer knowledge and problem processes, and complete incident re-engineering (Frank Mathew, Lisa Sawin, Sandra Germenis) |
Service Quality |
In order to streamline and optimize the Knowledge, Problem and Major Incident Management (MIM) processes, they will be evaluated and re-engineered in FY22. When completed all the ITSM core processes will be foundationally positioned for Continuous Improvement. We will be able to incrementally enhance them going forward to achieve our maturity goals |
We are currently in the final stages of the Knowledge Management Redesign which includes finalizing tool requirements, creating training, and crafting communications. We plan to roll out the newly designed process, with our ServiceNow Rome upgrade, in January 2022. Major Incident Management’s research phase has been completed, but the remaining phases have been realigned to coincide with the Problem Management redesign which is expected to roll out in late March 2022. |
|
Refine IT Governance (Ted Hanss, Lisa Sawin, Mark Manton) |
One IT @ Yale |
Enhance the effective and efficient engagement of stakeholders in campus IT governance by reducing redundant meetings and processes and defining roles and responsibilities. The result will be a sustainable IT governance function with clear advisory and decision-making functions and action-centric agendas. We will introduce continuous improvement processes to ensure the IT governance approach adapts to evolving needs of the university. |
A survey has been developed and shared with the sponsors for feedback. |
|
Solve for Capital Planning and Renew and Replace Consistency (Mark Manton, Lou Tiseo, Sandra Germenis, John Barden) |
Service Quality |
Develop a model to ensure financial support for capital equipment renew and replace activities. Aspects of this work include understanding the capital equipment, refresh cycles and associated costs. By the end of the calendar year 2021, a proposal for funds needed year-over-year will be presented to BAG for consideration and approval. |
The long-range plan has been submitted and is receiving good support from the provost. |
|
Incorporate FAS representation in the IT Leadership Council (John Barden, Frank Mathew) |
Service Quality |
Ensure appropriate focus and representation in the IT Leadership Council and ITS Senior Leadership of the needs and interests of FAS. Today, central IT represents these interests, and a deeper level of focus on the unique needs of the division is required to assure appropriate influence over long term direction and improving flexibility in supporting unique divisional needs. |
The job description has been drafted and is out for comment with the deans. |
|
Define and ratify standard QA practices across ITS and document gap analysis for future full implementation (Lisa Sawin, Lou Tiseo) |
Service Quality |
By ratifying a testing standard, we will improve and foster a culture of quality across IT services. The standard will raise the reliability of our work by setting shared expectations based on best practices and providing a common language and toolkit. Via gap analysis, the testing service will lead a collaborative effort to deeply understand existing QA processes and to identify opportunities where we can make the testing process more thorough and efficient. |
Quality Assurance Testing Standard and Shared Practices document has been approved by TAC. An announcement will also be included in the IT Update article. |
|
Build Employee Engagement Model (Ryan Schlagheck, Kiran Keshav) |
Workplace of Choice |
We envision a future where ITS has established a culture of psychological safety, where employees are encouraged to be curious and empowered to own their work, resulting in effective teams that are connected to the Yale mission. We will do this through a framework focused on the employee experience and employee engagement. |
On Track. Established and convened Lead Team (S. Clark, D. DeMichele, R. Rode) to kick off the work. Team is developing the Charter. |
|
Complete IT Job Family rollout (WPS) (Blanche Temple) |
Workplace of Choice |
Create career paths that are clear with tangible goals to work towards. Communicate IT market benchmarking and subsequent changes in WD to support transparency. The end goal of this project is to provide clear definition of the IT compensation philosophy and yearly strategy that supports our recruiting efforts, increases morale, rewards high performers, and reduces turnover. |
SLT and HR have been working over the last several months to build out an IT job family to standardize market benchmarking titles progression and compensation, which is expected to be rolled out for M&P jobs for Spring of ‘22. |
|
Resolve Future Ways of Working for IT Professionals (WPS) |
Workplace of Choice |
Hybrid work is an often-desired attribute for a workplace of choice. Starting in 2022, Yale intends to pilot approaches to hybrid and remote work that is more flexible than pre-pandemic approaches, while remaining committed to supporting the on-campus culture of the university. This effort will deliver a set of recommendations specific to the pilot opportunities for ITS employees, based on what we have learned during fall 2021. |
Completing the charter. |
For more details on progress made towards the Balanced Scorecard Goals, visit the FY22 BSG Milestone Tracker Monthly Snapshot on the IT Teams channel, or contact Randal Ritter, Senior Project Manager, Enterprise Reporting & Analytics.