Stead Technology Services Group

Strategic Plan


The Stead Technology Services Group (STSG) is a professional information technology service
group, dedicated to the technology support of the teaching, research, and service mission of the
Tippie College of Business. We are committed to supporting current technologies, identifying
and researching emerging technologies, and intelligently deploying those technologies that will
most benefit the goals and objectives of the Tippie College of Business and the University of

Core Values

As a member organization of the University of Iowa, we share the five core values set out in the
university's strategic plan—community, quality, learning, responsibility, and integrity.

We display professionalism in our interactions with the college and university community. At
all times we offer quality service in the way we assist faculty, staff, and students in problem
solving. The staff of STSG displays the values of learning by taking every opportunity to
develop expertise and professionalism through training and participation in campus committees
and professional organizations. We show stewardship and responsibility for the funds that have
been allocated to us for technological advancement and improvement. Integrity is the center of
all these values and we display that in the way that we treat our customers and in the way we
make decisions on a day-to-day basis.


We are a service agency and our customers include:

  • students
  • faculty
  • staff
  • the university
  • alumni
  • the community

In an effort to best serve our customers, we seek to partner directly with other IT professionals
on campus, including ITS.

Environmental Factors

In order to most effectively meet the goals of the university and college, it is necessary for STSG
to be aware of all internal and external factors that drive, or stall, progress for the department.

Internal Environmental Factors

  1. The college has shown the willingness to commit to the high cost of having first-rate instructional technology available by implementing student fee structures for ongoing support and improvement.
  2. STSG has been given the authority and responsibility to manage the technology funds collected from students.
  3. STSG customers expect access to the latest technology and support in implementing that technology in their teaching and research.
  4. The department is small relative to the support expectations of the college.
  5. The college is committed to offering high-quality, off-campus/distributed MBA programs, which depend heavily on information technology for effective delivery.
  6. There is increasing need to support faculty research and staff administrative computing, but there is very little funding available for these activities.

External Environmental Factors

  1. Information technology progresses and changes rapidly.
  2. The campus Information Technology Services has expectations of cooperation and communication with our technology staff on projects that affect the college now and in the future.
  3. The campus Information Technology Services has changed pricing and fee structures, and it has begun extracting a tax from fees that the college collects from students.


The goals of the department are broken into two distinct sections, strategic and tactical. The
strategic goals attempt to focus on the next three to five years and express an overarching view
of the department plan. The tactical goals listed are very specific and should be achieved within
12 to 18 months.

Strategic Goals

  1. Sustain and build upon the department's recognition and trust as the first place for college constituents to seek professional consultation for technology needs.
  2. Grow the size of the department and the skills of the staff in order to meet the continually growing technology needs of the college.
  3. Use available student technology fees to support instructional computing at the highest level possible.
  4. Identify and implement the emerging technologies that best support the strategic goals of the college and the university, while doing so within the limits of available resources.
  5. Advise college administrators on the ongoing costs of information technology and obtain increased funding support for faculty research and administrative computing.

Tactical Goals

These specific tactical goals are linked back to the appropriate strategic goal and should be
achieved in the next 12 to 18 months.

  1. Create a process for identifying project life cycles, which will identify projects that are "pilots" and then, at the appropriate time, move those pilot projects to a "production" phase of total support, and discontinue support for those projects that are no longer viable or necessary.
  2. Create a system of online work order and tracking mechanisms to create more consistency in responses to customers.
  3. Create an organized structure of documentation regarding technology services, both for department use and for consumption by department constituents.
  4. Revise department website. Include an Intranet section for department use only.
  5. Create permanent staff positions dedicated to desktop support and database programming.
  6. Identify and take advantage of regular training opportunities, including cross training, for each staff member.
  7. Continually quantify, measure, and analyze outcomes to assure best use of current technology support resources, as well as for future planning needs.
  8. Become more involved in the offer letter and welcoming process of new faculty.
  9. Develop an assessment tool and process for gaining better understanding of customer satisfaction.
  10. Develop effective communications/feedback channels with departments and programs.


This document is a work-in-progress. It is intended to provide a road map for the department that is linked to the college and university strategic plans, but with goals that are very specific to computing and information technology support. Department staff members and college administrators will review it periodically, at least annually.