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Campus consortium EdTalks Featuring Stanford University
The document outlines the priorities and strategic focus areas for the Chief Information Officer (CIO) at Stanford University for 2018, highlighting key goals in modernization, workforce strategy, and student engagement. It emphasizes the importance of exceptional customer service, operational efficiency, and leveraging emerging technologies while fostering a supportive environment for both staff and students. Additionally, it presents various initiatives aimed at enhancing academic support services, promoting leadership and professional development, and addressing the challenges posed by rapid technological changes.
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Campus consortium EdTalks Featuring Stanford University
- 1. Featuring Stanford Universityon the year’s most awaited subject “Top CIO Priorities for 2018” CAMPUS CONSORTIUM EDTALKS Paul Robles Chief Information Officer at STANFORD UNIVERSITY Guest Speaker Anjli Jain Founder And Chairman at CAMPUS CONSORTIUM Hosted By
- 2. Paul Robles CIO, R&DE April5, 2018 CIO Priorities for 2018 Julia Welch Director of Systems Operations, R&DE
- 3. 33 Stanford at aGlance
- 4. 44 Stanford Facts ata Glance
- 5. 55 Our Mission Residential &Dining Enterprises (R&DE) supports the academic mission of the university by providing the highest quality services to students and other members of the university community in a sustainable and fiscally responsible manner. Our Vision To be the Best in the Business by... • Providing Exceptional Customer Service • Building a Sustainable Future • Measuring and benchmarking our performance • Hiring, inspiring, and retaining talented team members and promoting their wellness • Managing change to realize exceptional results • Being fiscally responsible stewards and supporting the academic mission of the University Our Mantra • Students (Customers) First! Our Belief • Students are never an interruption in our day. They are the reason we are here. Residential & Dining Enterprises
- 6. 66 Stanford Dining • ResidentialStudent Dining • Executive Services • Summer Conference Dining • Culinary Quality Assurance Programs • EatWell Nutritional Program • Sustainability Programs Residential & Dining Enterprises Student Housing Operations • Housing Assignments • Undergraduate Housing • Graduate Housing • Custodial Services • Front Desk Program • Sustainability Programs Hospitality & Auxiliaries • Retail Cafes • Stanford Catering • Stanford Guest House • Retail Enterprises • Athletic Concessions • Campus Vending Stanford Conferences • Conference Logistics Coordination • Event Management • Policy for Protection of Minors • SLAC Conferences • Sales & Business Development Strategic Business Partners • Maintenance Operations and Capital Projects • Finance & Administration • Human Resources • Strategic Communications • Information Technology
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- 8. 88 Core Values Be Respectful| Communicate in an Open & Honest Manner | Embrace Wellness | Be Customer-Focused Be Proactive-Prepared | Be Accountable-Honor Protocols | Be Results Oriented | Be Fiscally Responsible Be Innovative | Be a Good Listener | Value Safety in the Workplace | Lead by Example | Take Ownership Value Diversity | Value Team |Build a Sustainable Future | Students (Customers) First! Six Essential Areas of Focus • Creating Greater Efficiencies • Refining Retail Strategies • Revitalization of The Big Six IT Applications • Reviewing Capital Planning Lessons Learned and Revising Long-term Plans • Refine the Strategy for New Recruitments and Selection Process • Improve Emergency Preparedness & Business Continuity Planning Residential and Dining Enterprises
- 9. 99 R&DE Partnerships R&DE VP Budget & Auxiliary VPSA GLO ResEd ASSU/ GSC Human Resources VPUE LBRE Business Affairs Admissions Schoolof Medicine Purchasing & Contracts Humanities & Sciences SLAC Earth Energy & Environmental School of Education Alumni Association Law School School of Engineering Continuing Studies United Stanford Workers Legal Office SUDPS President/ Provost’s Office DAPER BeWell Graduate School of Business VPGE Student Groups Office of Chief Risk Officer
- 10. 1010 The Case forChange: Escondido Village
- 11. 1111 The Case forChange: Escondido Village
- 12. 1212 The Case forChange: Stanford Redwood City Campus
- 13. 1313 The Case forChange: Stanford Redwood City Campus
- 14. 1414 The Case forChange: Stanford Redwood City Campus
- 15. 1515 • Modernization: TheBig Six • Workforce Strategy and Student Engagement • Emerging Technologies CIO Priorities
- 16. 1616 Modernization: The BigSix Core Values: Be Results Oriented, Value Teamwork, Communicate in an Open and Honest Manner • Lucid: Detailed repository of utility information. Tracks usage and costs allowing for improved analytics and management. • Kinetic Conference Management: A comprehensive conference management system that reduces duplication of effort, provides better reporting, improved planning functionality, and efficient scheduling and billing for conferences. • Revel POS: Efficient Point-of-Sale system. System yielding improved PCI compliance, cash management, improved customer service and data analytics.
- 17. 1717 Modernization: The BigSix • Visix: Integrated and consistent messaging on digital signage across multiple locations. • Tririga Revitalization: Improved performance of the facilities management system. Improved efficiency, functionality, enhanced customization, increased data analytics, drill-down to the asset level, and delineation of components. • Kronos Labor Management: Improved scheduling driving labor savings. Timekeeping and scheduling system for improving efficiency and automating compliance.
- 18. 1818 “Before you area leader, success is all about growing yourself. When you become a leader, success is all about growing others” - Jack Welch
- 19. 1919 Evolution of theProfession Maturation of IT on Campus • Technical – isolated, apart from mission • Service Provider – becoming aligned with mission, enterprise • Enabler of Innovation – providing platform to connect to student Evolving Response to Change • Reactionary • Leadership in Change Management • Driving change Reference: Leadership Vision for 2018: Infrastructure & Operations Leaders, Milind Govekar, Gartner, Inc., August 08, 2017.
- 20. 2020 The Transformation Goals fromaligned to embedded Value from efficient to agile and innovative Culture from tech silos to campus-centric collaborators Governance from controlling to empowering data ownership Sourcing from few, long-term to multi-sourced portfolio Talent from risk-averse specialists to versatile risk-taking BPs Metrics from report owner/writers to data providers/enablers Velocity from few, slow to frequent, fast deliveries Reference: Leadership Vision for 2018: Infrastructure & Operations Leaders, Milind Govekar, Gartner, Inc., August 08, 2017.
- 21. 2121 Integrate Learning withWork The Problem • High demands and short lead times • Change fatigue • Decreased engagement and commitment • High turnover in a competitive market • Less innovation and creativity Workforce Strategy
- 22. 2222 Integrate Learning withWork Goals • Comprehensive Management of Human Capital Resources • Alignment with Vision, Mission & Goals • Increase Student Employment Supported by: • University leadership • Methods/models validated by external consultants • Socialized with university peers and partners • Buy-in with IT Leadership and staff Intended Outcomes 25% ↑ intent to stay 25% ↑ in emotional commitment 18% ↑ in discretionary effort Workforce Strategy
- 23. 2323 Organizational Refinement Portfolio &Financial Deep Dive Alignment with Annual Budget Cycle Talent Acquisition & Management Performance Management Codifying a Management Lifecycle Review of Job Classifications Job Description Modernization Classification and Salary Adjustments Professional Development Planning Student Leadership Program FY18 FY18, FY19, & FY20 FY18, & FY19 FY18, & FY19 FY18, & FY19 Jan 1’s & July 1’s FY18, & FY19 FY18, & FY19 FY18, FY19, FY20, & FY21 FY18, FY19, & FY20 FY18, FY19, & FY20 Workforce Strategy
- 24. 2424 Gallup Q12 EmployeeEngagement Survey Gallup Engagement Questions: Q1: I know what is expected of me at work. Q2: I have the materials & equipment I need to do my work right. Q3: At work, I have the opportunity to do what I do best every day. Q4: In the last seven days, I have received recognition or praise for doing good work. Q5: My supervisor, or someone at work, seems to care about me as a person. Q6: There is someone at work who encourages my development. Q7: At work, my opinions seem to count. Q8: The mission or purpose of my company makes me feel my job is important. Q9: My associates or fellow employees are committed to doing quality work. Q10: I have a best friend at work. Q11: In the last six months, someone at work has talked to me about my progress. Q12: This last year, I have had opportunities at work to learn and grow.
- 25. 2525 Integrate Learning withWork University IT Community Student Experience Customer Service Project & Portfolio Management Tech & Tools Managerial Development Quality Mgmt. Security Awareness Managerial Alignment Defined and Secured Budget Source Professional Development Committee Coordinated Development Opportunities Domain Experts and Resources Individual Learning Outcomes Professional Development: The Framework
- 26. 2626 Planning Execution Evaluation Create individual development plans Bea learning experience architect Assess development progress Professional Development Improvements
- 27. 2727 Co-create individual developmentplans • Team and individual goals • Skills to leverage • Skills to develop • Possible learning opportunities • Create final development plan together Professional Development: Planning
- 28. 2828 Integrate Learning withWork 1. Talk with employee before learning experience 2. Enact 70/20/10 Rule Be a learning experience architect Professional Development: Execution
- 29. 2929 70%: On thejob and experiential activities • Task forces, job rotation, special assignment 20%: Relationships • Feedback, Communities of Practice, Staff Org, Mentoring, Professional Associations 10%: Formal Training and Education • Training Classes, On-line learning, Reading, Career Center 70:20:10
- 30. 3030 1. Schedule reflectionconversation 2. Ask “coaching” questions 3. Find ways to extend/reinforce learning on the job Assess development progress Professional Development: Evaluation
- 31. 3131 Integrate Learning withWork Student Leadership: An Untapped Resource • Provides experiential learning through real-world information technologies employment and leadership opportunities; enhancing the student academic experience; and preparing students for post-graduation job success. • Student leadership employment offers a unique blend of entry-level job experience, apprenticeship-style learning alongside IT professionals, advanced technical work, distinct student-driven work environment that involves students in organizational and technical direction-setting and decision-making Elements for Success • Commitment to student development and leadership • Coordinated cycle of recruitment, hiring, and training • Reliance on student employees’ commitment to the organization Reference: Student Learning and Leadership in Higher Education IT, Dr. Anne Marie Richard, October 2016.
- 32. 3232 Integrate Learning withWork Student Leadership: An Untapped Resource Student Leadership Program focuses on student learning and development through employment, grounded primarily in the three interrelated theoretical student development frameworks: • Experiential Learning (Kolb 1984) • Identity Development: developing purpose, competence, career goals, and values (Chickering & Reisser 1993); • Intellectual Development and Self-Authorship (Baxter-Magolda & King 2004; Perry 1981). The Student Leadership Program is informed also by educational research that finds support for the relationship between internships and academic performance (McCarthy & Petrausch, 2008; Knouse et al., 1999; Michigan Center for Career & Technical Education, 1995). Reference: Student Learning and Leadership in Higher Education IT, Dr. Anne Marie Richard, October 2016.
- 33. 3333 Integrate Learning withWork • Automation • Robotics • Virtual/Augmented/Mixed Reality • A.I./Machine Learning Emerging Technologies in R&DE
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- 39. 3939 A.I./M.L. Cyber Security Threats:Criminal, Hacktivism, Espionage, Terrorism, State-Sponsored M.L. for Defense and Response Autonomous Response Slow down or stop novel threats within the network. Precise and immediate response We are way past white and black listing M.L.: Different approaches Unsupervised - Nonexistent training sets, learns and works on the network Supervised - Learns from world-class human analysts Deep learning – Going beyond human analyst
- 40. 4040 “Before everything else, gettingready is the secret to success.” - Henry Ford
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- 43. CAMPUS CONSORTIUM RUNNINGGRANT PROGRAM AFTER HOURS IT HELP DESK GRANT Deadline – April 13th , 2018 APPLY NOW MOBILE CAMPUS GRANT Deadline – April 13th , 2018 APPLY NOW www.campusconsortium.org Email:info@campusconsortium.org|Callusat:+1216.589.9626
- 44. CAMPUS CONSORTIUM RUNNINGGRANT PROGRAM OFFICE 365 MIGRATION GRANT Deadline – April 18th , 2018 APPLY NOW CLOUD HOSTING GRANT Deadline – April 18th , 2018 APPLY NOW www.campusconsortium.org Email:info@campusconsortium.org|Callusat:+1216.589.9626
- 45. CAMPUS CONSORTIUM GRANTPROGRAM www.campusconsortium.org Email:info@campusconsortium.org|Callusat:+1216.589.9626 PASSWORD MANAGER & MFA GRANT COMING SOON ARTIFICIAL INTELLIGENCE GRANT COMING SOON CLOUD HOSTING GRANT COMING SOON STUDIO FOR STUDENTS GRANT COMING SOON ATTENDANCE TRACKING GRANT COMING SOON SINGLE SIGN-ON & IDENTITY GRANT COMING SOON
- 46. CAMPUS CONSORTIUM GRANTPROGRAM www.campusconsortium.org Email:info@campusconsortium.org|Callusat:+1216.589.9626 CAMPUS SAFETY GRANT COMING SOON CAMPUS PORTAL GRANT COMING SOON
- 47. THANK YOU NEXT STEPS FORMORE INFORMATION AND GRANT RELATED QUESTIONS, PLEASE SEND EMAILS TO: grantapplication@campusconsortium.org Fill Out Grant Application