Mission
As trusted partners and advisors, IT at Notre Dame helps the University solve complex challenges to advance its mission through secure technology services, tools, and data.
Vision
IT at Notre Dame will lead thoughtful innovation in service to the University's bold aspirations, delivering efficient, people-friendly solutions while driving intentional transformation.
FY2026 Strategic Goals
People and Talent
Cultivate a University community of engaged, knowledgeable IT professionals, embracing diversity, excellence, and accountability, whose talents we amplify and grow.
| Objectives |
Key Results |
Status |
- Cultivate IT@ND as a community of engaged, knowledgeable IT professionals, embracing diversity, excellence, and accountability, whose talents we amplify and grow.
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Expand on the value of IT@ND community through continued engagement activities, knowledge-sharing, and professional development. Measure progress on identified ND Voice areas.
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Conduct a University IT@ND talent review, including a university-wide succession planning for key roles and identifying talent development areas in collaboration with HR People services.
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Identify IT skills needed for an ERP evolution (i.e. program, business analysis, project, change, etc.) and compile a development plan to grow, acquire, transition and/or backfill necessary staff.
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Partner with HR LLD to develop and launch a Guided Learning Pathway to educate staff on using AI in the workplace. (Joint OKR with HR)
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Partnerships
Build and sustain robust partnerships grounded in open communication and mutual stewardship guided by a shared vision, clear priorities, and collaborative planning.
| Objectives |
Key Results |
Status |
- Support the ERP Steering Committee in setting the future strategy for our ERP.
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- Continue to iterate and improve IT Stewardship processes to further advance University-wide IT planning and resource management
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Complete an IT roadmap for 80% [confirm current completion % to validate this target] of University divisions and establish an annual review, update and presentation cycle.
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Implement IT Stewardship streamlining and continuous improvement to reduce complexity across committees, handle continuous project requests, early SPP involvement in project ideation, and scope alignment across users and customers.
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| 3. Expand IT Partnership efforts that leverage Service Desk and better align functional resources within departments resulting in long-term operational efficiencies and thinking as "One ND." |
- Pilot shifting the following IT services from Mendoza IT to the Service Desk: contact center (e.g. help desk), endpoint and CWP management. Develop a plan for assuming classroom technology support and maintenance in FY27.
- Engage with the Provost's office to produce a shared IT consulting and support strategy across the Academy.
- Mutually agree upon a plan and process for aligning IT, HR and Finance resources more closely with their functional divisions.
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| 4. Optimize financial stewardship of IT resources and expand understanding of the university's investment in technology |
- Develop and launch a comprehensive vendor management program in ServiceNow, including cost and performance metrics, quarterly reviews, and risk profiles for top 20 strategic vendors.
- Implement Software Asset Management Pro in ServiceNow to automate license tracking, manage contracts, and simplify workflows for license allocation and chargebacks.
- Create a central software catalog with dashboards to regularly report software trends and cost-saving opportunities to IT leadership.
- By September 2025, conduct a comprehensive review of central software spend and present findings to CIO, VP Finance, and EVP to inform future decisions and highlight areas for cost optimization.
- Implement Storage Stewardship - Develop a storage cost growth target percentage for future fiscal years by optimizing storage configurations and successfully implementing storage chargeback
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Innovation and Change
Explore, identify, and partner on emerging technologies to drive efficiency and innovation in service to teaching and learning, research and scholarship, and University operations.
| Objectives |
Key Results |
Status |
- Use increased AI capabilities and strategic automation so that we strengthen and support our culture of innovation and free up capacity across the University
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Incorporate foundational data handling and AI awareness training into the cyber security awareness training program so that users have a comprehensive understanding of security and risks with the use of data.
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Decrease the average code development cycle time by 25%, by leveraging AI-powered tools and practices, while maintaining secure and stable code; 100% adoption of Github Copilot AI Code development tool by OIT staff in app dev roles.
- Successfully execute 3 distinct pilot projects involving purpose-built agentic AI tools developed using general models and specific Notre Dame datasets, with each pilot demonstrating a clear use case and generating documented learnings and best practices for future AI initiatives.
- Identify opportunities to use AI across various service request and ticketing tools to advance operational excellence and improve customer experience and satisfaction.
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- Establish a robust IT monitoring and data analysis framework to drive data-driven improvements to service availability, support, and satisfaction.
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Define and implement 15 key IT metrics by the end of the fiscal year that directly measure progress towards OIT objectives and strategic goals. Establish a quarterly review process to continuously analyze and refine these metrics for ongoing relevance and effectiveness.
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Successfully integrate the top 10 critical IT infrastructure components and services, as prioritized by the Monitoring and Log Management Tiger Team, with a central platform, leveraging an AI toolset. Achieve a 30% reduction in the average incident resolution time, leveraging automated alerting and intelligent correlation of log data to proactively identify and resolve issues.
- Successfully implement automated dashboards displaying 10 key performance indicators (KPIs) and security events, ensuring access and active use by at least 80% of support team personnel to facilitate faster issue diagnosis and improved security awareness.
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- Strengthen our core technical disciplines through IT Service Management and Software Development Lifecycle maturity to improve our readiness for future IT transformation and ability to execute.
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By September 30, 2025, complete a comprehensive assessment of ITSM maturity, delivering a detailed gap analysis that prioritizes key areas for improvement and a practical action plan aligned with OIT's strategic goals to elevate service management capabilities.
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By March 2026, create and publish a SDLC Strategy document and an Application Development Platform Strategy, encompassing clear standards for AI, code repositories, pipelines, quality assurance (testing/validation), and deployment procedures to improve predictability and consistency in application delivery.
- In response to AUR and PEN test recommendations, execute the IT Service Management program to advance operations, security, and service maturity.
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Security
Foster a University-wide shared responsibility for cybersecurity and privacy that promotes innovation and usability while safeguarding Notre Dame and its people.
| Objectives |
Key Results |
Status |
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Develop a robust, enterprise-wide endpoint security program in alignment with industry standards and best practices
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Design, communicate and begin implementation of a university-wide IT endpoint asset management program that delivers accurate inventory data, reports on device security posture and establishes individual lifecycle management responsibilities and a point person in each department. (Year 1 of 3)
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Leverage ServiceNow to gain improved visibility and management of endpoints, software usage/cost, and hardware lifecycle practices in support of the endpoint management program.
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Continue to advance effective and transparent risk management in order to reduce security risk
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Pilot a phishing simulation program to measure the effectiveness of security awareness education and training.
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Implement security training with 95% of staff and faculty completing annual training.
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Develop a Trusted Access strategy to inform and expand security and access management maturity.
- Azure and Google Cloud Risk Mitigation - Implement 2 major architectural enhancements to Azure and/or Google Cloud to mitigate identified multi-cloud risks
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Technology Experience
Deliver an exceptional user experience by providing technology and services that ensure an inclusive, adaptive, and accessible ecosystem.
| Objectives |
Key Results |
Status |
- Improve the faculty, staff, and student experience with key technology platforms so that we leverage the value of our IT investments and keep University data secure
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Transition all university phone services to WebEx Calling, driving 70% soft phone adoption. Simultaneously, convert 85% of individual user laptops to utilize Wi-Fi as their primary network connection, enabling a wireless-centric workspace.
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Redesign and refresh core classroom AV technology delivering an improved faculty and student user experience in 50 classrooms for FY26 and 130 classrooms during summer 2026.
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Streamline data movement to data warehouse / data lakes and via streamlined APIs so that people are empowered to make data driven decisions by implementing key tools.
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- Deliver an exceptional user experience by providing technology and services that ensure an inclusive, adaptive, and accessible ecosystem
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Using pulse surveys and Improve ND, identify opportunities and create plans for improvement in at least two major IT Service areas.
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Analyze possibility and impacts of migration away from InsideND and make recommendation; implement if reasonable.
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