CS&T Strategy Articulation Project Results Summary June 2006

1. CS&T Strategy Articulation Project Results Summary June 2006 “CS&T will be the recognized leader for high quality and innovative Enterprise Information Technology solutions that support and enhance the UCF community” CS&T Management Team

2. Agenda • Introduction to UCF & North Highland • Outcomes & Benefits • How Did We Get There? • Future State Organizational Design • Implementation Roadmap • Questions

3. 1. Introduction to UCF • 45,000+ students • 1,400 acre main campus (located in Orlando) • 21 regional campuses • One of Florida's 11 public universities SACS: Level 6 Institution SREB CLASSIFICATION: Four-Year II Institution CARNEGIE CLASSIFICATION: Doctoral/Research Universities-Intensive

4. 1. Introduction to North Highland • Client Rated as the Best Mid-Sized Provider of Internal and External Facing Management and Technology Consulting including: • Customer Interaction • Human Capital • Process Management • Financial Management • Business and Operational Strategy • Business Intelligence • 450 Consultants in 13 Cities (Atlanta, Charlotte, Dallas, Denver, Houston, Nashville, New York, Orlando, Richmond, Philadelphia, Tallahassee, Tampa, Washington D.C.) • “We want to change the way you think about consulting” • Supply Chain Management • Technology Solutions • Technology Management • Internal/External Communications • Project Management • Organizational Change Management

5. 2. Outcomes & Benefits - Outcomes • Strategy Defined • Future State Organization Defined • Implementation Roadmap Defined

6. 2. Outcomes & Benefits - Benefits • Fact Based Stakeholder View of CS&T Defined • Common Customer & Services Definitions • UCF Institutional Effectiveness Metrics Defined • ITIL Based Critical Process Defined • Critical Processes Aligned to Strategic Objectives • CS&T Decision Making Tool Created • Organization Of The Future Defined • Timeline For Implementation Defined • Change Process Started With Stakeholders • Departmental Collaboration Foundation Built

7. 3. How Did We Get There? Strategy Articulation Map (SAM) A. Drivers B. Market Differentiators C. Strategic Objectives D. Key Performance Indicators E. Critical Processes

8. 3. How Did We Get There? – A. Drivers Service Definition Faculty & Staff Perceptions Employee Perceptions UCF Vision, Mission & Values Customer Definition Customer/ Service/ Location Map Student Perceptions IT&R Mission Vision CS&T will be the recognized leader for high quality and innovative Enterprise Information Technology solutions that support and enhance the UCF community Mission CS&T develops and maintains enterprise computing and communications services for the UCF community • Values • - Excellence - Integrity • - Leadership - Strategic • Work Ethic - Creativity • Professionalism • Standards Based

9. 3. How Did We Get There? – B. Market Differentiators Drivers Vision CS&T will be the recognized leader for high quality and innovative Enterprise Information Technology solutions that support and enhance the UCF community Mission CS&T develops and maintains enterprise computing and communications services for the UCF community • Values • - Excellence - Integrity • - Leadership - Strategic • Work Ethic - Creativity • Professionalism • Standards Based Market Differentiators Employee Related: Collegial Environment, Benefits, Job Security Challenging Work Environment, Training, Advancement & Leadership Customer Related Customer Service Capabilities Standards Cost

10. 3. How Did We Get There? – C. Strategic Objectives Drivers Vision CS&T will be the recognized leader for high quality and innovative Enterprise Information Technology solutions that support and enhance the UCF community Mission CS&T develops and maintains enterprise computing and communications services for the UCF community • Values • - Excellence - Integrity • - Leadership - Strategic • Work Ethic - Creativity • Professionalism • Standards Based Market Differentiators Employee Related: Collegial Environment, Benefits, Job Security Challenging Work Environment, Training, Advancement & Leadership Customer Related Customer Service Capabilities Standards Cost Strategic Objectives CS&T will provide outstanding service in response to customer needs CS&T will provide available, reliable, and scalable infrastructure products and services that support UCF’s enterprise information technology needs CS&T will collaborate to develop and regulate university IT standards based on industry best practices CS&T will provide cost effective solutions that maximize value for the university community CS&T will be the preferred work environment for innovative IT professionals

11. 3. How Did We Get There? – D. KPI’s Drivers Vision CS&T will be the recognized leader for high quality and innovative Enterprise Information Technology solutions that support and enhance the UCF community Mission CS&T develops and maintains enterprise computing and communications services for the UCF community • Values • - Excellence - Integrity • - Leadership - Strategic • Work Ethic - Creativity • Professionalism • Standards Based Market Differentiators Employee Related: Collegial Environment, Benefits, Job Security Challenging Work Environment, Training, Advancement & Leadership Customer Related Customer Service Capabilities Standards Cost Strategic Objectives CS&T will provide outstanding service in response to customer needs CS&T will provide available, reliable, and scalable infrastructure products and services that support UCF’s enterprise information technology needs CS&T will collaborate to develop and regulate university IT standards based on industry best practices CS&T will provide cost effective solutions that maximize value for the university community CS&T will be the preferred work environment for innovative IT professionals KPI’s • Recruiting Response • Salary Comparison • Training Received • Certifications • Customer Satisfaction • Innovative Solutions • SLA’s Implemented • Request Fulfillment • Standards, Policies & Procedures Implemented • On-Campus Technology Sales • Economies of Scale • Current State ARS • Capability & Capacity

12. 3. How Did We Get There? – D. KPI’s

13. 3. How Did We Get There? – KPI Dashboard SAMPLE! Employee Days to Hire

14. 3. How Did We Get There? – E. Critical Processes

15. Drivers Vision CS&T will be the recognized leader for high quality and innovative Enterprise Information Technology solutions that support and enhance the UCF community Mission CS&T develops and maintains enterprise computing and communications services for the UCF community • Values • - Excellence - Integrity • - Leadership - Strategic • Work Ethic - Creativity • Professionalism • Standards Based Market Differentiators Employee Related: Collegial Environment, Benefits, Job Security Challenging Work Environment, Training, Advancement & Leadership Customer Related Customer Service Capabilities Standards Cost Strategic Objectives CS&T will provide outstanding service in response to customer needs CS&T will provide available, reliable, and scalable infrastructure products and services that support UCF’s enterprise information technology needs CS&T will collaborate to develop and regulate university IT standards based on industry best practices CS&T will provide cost effective solutions that maximize value for the university community CS&T will be the preferred work environment for innovative IT professionals KPI’s • Recruiting Response • Salary Comparison • Training Received • Certifications • Customer Satisfaction • Innovative Solutions • SLA’s Implemented • Request Fulfillment • Standards, Policies & Procedures Implemented • On-Campus Technology Sales • Economies of Scale • Current State ARS • Capability & Capacity Critical Processes • Recruiting Tracking • Training Tracking • Certification Tracking • Demand Management* • Solution Tracking • SLA Management* • Customer Survey • Delivery Management* • Enterprise Services Forecasting & Planning* • Technology Refresh • Sourcing • Technology Policy & Procedures Management • Exception Management • Financial Planning* • Investment Strategy • Budget Management: • Cost Tracking • Time Tracking

16. 4. Future State Organizational Design

17. 5. Implementation Roadmap START Qtr 1 Qtr 2 Qtr 3 Qtr 4 Year 2/Qtr 1 Under Construction ORGANIZATION TRANSFORMATION TRACK Post & fill Technology Service Mgr position Finalize Phase 2 org design Define & prioritize Customer groups Implement Phase 2 organization design Implement Phase 3 /Final organization design SAMPLE COMMON PROCESSES DEFINITION TRACK Define CS&T Services/Service Catalog Prioritize common processes for definition Complete SOP re-write Define & implement high priority Processes METRICS & PERFORMANCE MANAGEMENT TRACK Implement KPI’s from Strategy Articulation Define SLA w/key Customers Define performance objectives for departments & individuals Define Service Levels for S&T Service Catalog Implement performance management system CAPABILITY & STANDARDS IMPROVEMENT TRACK Inventory & assess standards & capabilities Revise / develop standards & capabilities to close gaps against Services / SLAs Implement annual standards & capabilities reviews

18. Questions?

19. Drivers Vision CS&T will be the recognized leader for high quality and innovative Enterprise Information Technology solutions that support and enhance the UCF community Mission CS&T develops and maintains enterprise computing and communications services for the UCF community • Values • - Excellence - Integrity • - Leadership - Strategic • Work Ethic - Creativity • Professionalism • Standards Based Market Differentiators Employee Related: Collegial Environment, Benefits, Job Security Challenging Work Environment, Training, Advancement & Leadership Customer Related Customer Service Capabilities Standards Cost Strategic Objectives CS&T will provide outstanding service in response to customer needs CS&T will provide available, reliable, and scalable infrastructure products and services that support UCF’s enterprise information technology needs CS&T will collaborate to develop and regulate university IT standards based on industry best practices CS&T will provide cost effective solutions that maximize value for the university community CS&T will be the preferred work environment for innovative IT professionals KPI’s • Recruiting Response • Salary Comparison • Training Received • Certifications • Customer Satisfaction • Innovative Solutions • SLA’s Implemented • Request Fulfillment • Standards, Policies & Procedures Implemented • On-Campus Technology Sales • Economies of Scale • Current State ARS • Capability & Capacity Critical Processes • Recruiting Tracking • Training Tracking • Certification Tracking • Demand Management* • Solution Tracking • SLA Management* • Customer Survey • Delivery Management* • Enterprise Services Forecasting & Planning* • Technology Refresh • Sourcing • Technology Policy & Procedures Management • Exception Management • Financial Planning* • Investment Strategy • Budget Management: • Cost Tracking • Time Tracking