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 Financial/Budget Update
 IT Organization Design Update
 Organization Design Staff Survey
 IST Year in Review
 Question & Closing
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Financial Realities
As a publicly funded institution, the University of Manitoba will be affected significantly by the increasingly-constrained financial environment in the coming years.
Source: University of Manitoba 2015 - 2020 Strategic Plan
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Financial Realities
Governments across the country have been adjusting their approaches to funding universities, choosing to:
• Reduce or constrain the growth of operating grants,
• Establish targeted program funding,
• Change eligibility criteria for research funding, and
• Limit the availability of capital.
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How is IST addressing the 4% budget cut?
Reductions to Infrastructure Renewal:
IST / CNS Network Capital Fund
Gartner Research Membership reduction
Reduce DLGL Customizations
Discontinue Unigraphics Printing Services
Reductions in Salaries / Supplies:
3 x vacancies being unfilled
4 x vacant positions hiring at lower level
Discretionary spending reduction (2014-15)
Total Proposed Baseline Reduction:
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$390,000
$72,000
$25,000
$85,000
$276,364
$80,000
$55,756
$984,121

U of M 2009 – 2014 Strategic Planning Framework
Background:
• In 2009, the University’s Strategic Planning Framework was approved.
• It was intended to provided a structure to help us shape a future that demonstrated our University at its best and answer the question…
"What future are we choosing to create?"
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2009 – 2014 Strategic Pillars
Become nationally and internationally recognized for its teaching, research and creative excellence
Become a life-long academic home where students contribute to a diversity of ideas and experiences
Work with a variety of partners to make Winnipeg the national centre of excellence in Indigenous education
Be an employer of first choice
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2015 – 2020 Strategic Plan
The priorities of the 2015-2020 Strategic Plan build on:
• The priorities identified in the 2009-2014 framework
• The lessons learned in implementing this framework
• The perspectives on the future direction of the
University shared by faculty, staff, students and alumni
The 2015-2020 plan identifies five strategic priorities or broad directions for the University.
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2015 – 2020 Strategic Priorities
Inspiring minds through innovative and quality teaching (SCACom)
Driving discovery and insight through excellence in research , scholarly work and other creative activities (RCAC)
Creating pathways to Indigenous achievement
Building community that creates an outstanding learning and work environment (SITEC, ASIGTC)
Forging connections to foster high impact community engagement
(EITAC)
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We are now using the Strategic Plan to help guide our decisionmaking about program, structure and allocation of resources.
All faculties and administrative units will develop and connect their internal plans and priorities with the Strategic Plan.
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How does IT Governance fit into this picture?
To align scarce financial and human resources, the
University needs a better way to direct IT in support of strategic priorities.
The renewed IT Governance model was officially announced on Jan 20. In this time of financial constraint, the model will ensure alignment of IT priorities and IT resources with the strategic plan.
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IST 2015/2016 Priorities
ASITGC:
• IT Security Improvements
• UM Budgeting System
• Life Safety Network (pilot)
• ERP Renewal
RCAC:
• TRC Minisis Database
• TRC Private Derivative Database
• Windows Server Self Service
EITAC:
• Enterprise Network Management
• Internet Bandwidth Increase and
Redundancy
• Storage Growth
SCACom:
• Learning Technology Improvement
Project
SITEC:
• Mobile Web site
•
School of Agriculture Registration
System
• Portal Project part 2
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Phase II Milestones and Timelines
Phase 2
Jan Feb Mar Apr May Jun High level milestones
Complete management job descriptions
AESES review
Finalize hiring structure
Recruit management layer
Develop customer facing processes
Develop implementation plan
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Management Job Descriptions - Status
 Step1 - Develop job descriptions for all management jobs complete
 Step 2 - Submit to HR for review and classification complete
 Step 3 – Submit management job descriptions to
AESES for review ( target – March 13 )
 Step 4 – Presentation to AESES to provide overview of management jobs ( target – by March 27 )
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Management Job Descriptions – Communication Plan
Once we receive a decision from AESES:
1. Dedicated town hall meeting to walk through final hiring structure, including what has changed since
December and why
2. Information sessions to:
 Provide high level overview of management jobs
 Provide high level overview of recruitment approach
 Give you the opportunity to ask additional questions about the jobs and approach
3. Announcement to kick off the recruitment process
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Customer-facing Processes
Having clearly defined customer-facing processes is key to our success as a customer-focused, servicebased IT organization.
We are working on developing or refining some initial client facing processes as part of the org design.
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Approach
• Identify critical client facing processes
• Draft high-level processes for key client activities
• Facilitated with input from some IST leadership team members, project managers and clients
• As organization is filled - detail processes will be developed
Initial processes:
• Client Consulting
• Fulfilling a Nonstandard Service Request
• IST Assessment
• Managing Client Upgrades
• Rapid Response for IST Service Request (Research)
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96%
What did you tell us…

120%
100%
80%
10%
10%
14%
12%
18%
16%
10%
23%
60%
40%
44%
39%
54%
20%
0%
25% 30% 27%
58%
8%
I understand the benefits to be gained by the Organization
Design Project.
I believe the new organization makes IT a stronger more service-oriented, customer-focused organization
I am looking forward to the new organization and believe it will offer more opportunity for me in the future
I understand how work will flow within the new organization
Not Sure
Disagree
Somewhat
Definitely

120%
100%
5% 2%
8% 14%
22%
19%
80%
18%
33%
17%
60%
46%
41%
40% 38%
56%
20%
30%
27%
23%
0%
I feel appropriate support will be in place to assist me through the transition from the current organization to the new one.
I feel that I have received adequate communication from Senior Leadership to date regarding the
Organization Design Project.
I feel that I've had the opportunity to ask questions and provide feedback.
I feel that Management levels within my area are well informed in terms of the progress and impact of the
Organization Design Project.
Not Sure
Disagree
Somewhat
Definitely

Next steps
• Focus group sessions to better understand the feedback and comments
• Analysis of results to identify opportunities to incorporate your comments and feedback into the change, communication and implementation plans
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Enterprise Systems – Highlights for 2014
• Oracle DB campus wide license agreement
– $1.8M investment in IT capability over 4 years
– Changes what we can do
• Creating “Build” & “Run” teams
– Application Consultants
– Changes how we work
• Jump portal upgrade
– Leading edge implementation
– Changes how we think about solutions
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Enterprise Systems – Staff Updates for 2014
New to our team:
• Vlad Vassilchenko
Retirements:
• Brenda Treleaven
• Danny Roscoe
• Judah Yeung
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Computer & Network Services – Highlights for 2014
• Windows XP
• Wireless N, Guest WiFi and Classroom
Technology,
• TRC Storage Area Network Relocation and
Data Centre Infrastructure Management
Software
• Emergency Notification System and Novell
Stabilization
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Computer & Network Services – Staff Updates for 2014
New to our team:
• Luc Desjardins
• Josh Koob
• Trevor Tomlinson
• Katie Man
• Ritesh Patel
Retirements:
• Bill Paley
• Marilynne Jackson
• Tom Moyle
• Harry Katwaroo
• Irene Thain
• Matt Boyd
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Client Services – Highlights for 2014
• Service Desk improvements
• IT Service Management Project
• Prequalified Professional IT Services
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Service Desk Improvement
In 2014, we achieved a
4.6 out of 5 client satisfaction rating & reduced extra work by 278 hours , while improving service!
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IT Service Management (ITSM) Project
 Incident Management and Request Fulfilment
 Metrics and KPIs (Key Performance Indicators)
 Costing
 Service Level Agreements (SLA)
 Knowledge Management
 Mobile Device Usage
 Service Catalogue
 Cherwell Upgrade
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Prequalified Professional IT Services
• RFP - December 2014/January 2015
• Maximum 5 pre-qualified vendors
• Put in place to support the client projects that require resources beyond IST capacity
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Client Services – Staff Updates for 2014
New to our team:
• Jas Kapoor
• Wayne Burr
• Reinz Supan
• Joshua Van
Benthem
• Donald Marsden
• David Mamchur
• Antoine Brownlee
• Phil Kennelly
• Vivek Bahl
Retirements:
• Remo Mamaril
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Office of the CIO – Staff Updates for 2014
New to our team:
• Rebecca Bergman
• Chris Rogoski
• Nicole L’Heureux
Retirements:
• Laurie Shymko
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Enterprise Systems – Work Anniversaries
• Margaret Eisler*
• Lonnie Smetana*
• Gord Austin
• Dawn Campbell
• Barb Chappell
• Shawn Cherniak
• Dave Cooke
• Carolyn Godfrey
• Parviz Karani
• Debbie Norman
• Heather White
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Computer & Network Services – Work Anniversaries
• Tony Wong*
• Jason Jackson*
• Adam Dolman
• Damir Hamzic
• Will Christie* • Mar Howe
• Adrian Carlyle• Jay Kolly
Gordge* •
Rob Legal
• Antonino Calabrese* • Dave Milton
• Dan Gwozdz* • Andrew Perchaluk
• Jeremy Hodgson* • Gary Prance
• Daryl Fonseca-Holt* • Harold Robson
• Richard Alsip • Navneet Sharma
• Jeysan Anoling • Rick Verreault
• Gabrielle Bartsch • Damian Waldie
• Wayne Billing • Steve Warner
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Client Services – Work Anniversaries
• Randy Arrowsmith *
• Shirley Hares*
• Vienna Beck*
• Sandrine Zalewski*
• Lee Balzer
• Jason Chin
• Marcel Courchaine
• Muriel Robidoux Coates
• Steve Sidorski
• Dee-Lynn Vinet
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Office of the CIO – Work Anniversaries
• Kimberley McIntosh
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Your feedback continues to be important to use!
• Share your feedback and questions directly with your manager.
• Email your questions and feedback to
ISTFeedback@umanitoba.ca
• Talk to someone on the IT Transformation
Program
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