Information Technology Optimized Service Team

For those moving into Penn State IT on July 1, we strive to have very little change initially. After July 1, and over the next 18 months, we will work together to find ways to optimize and become more efficient resulting in a new organizational structure and operating model. March 2025

While many of the topics under IT OST are not new, the IT OST charge, goals and objectives are drawn from Penn State executive leadership’s vision to increase agility, purpose, and opportunity and transform our internal operations. Additionally, with decreased state funding, other budgetary challenges, and decreased student populations, Penn State must adapt and change to face many realities confronting all of higher education. March 2025

On July 1, positions deemed in scope to have salary lines reporting into PSIT will take place as planned. At the same time, those with salary line changes will also see their reporting lines change.

In preparation for those moves, from March – June, we will need Unit IT Directors to validate their staffing based on the 2024 IT position validation work to determine the salary moves. March 2025

The IT Strategic Partner (ITSP) role will be in the IT job family. March 2025

Some organizational structure changes will happen, but the goal will be to keep these changes to a minimum. It is anticipated the most visible change on July 1 will be the reporting line change for Unit IT Directors and subsequent introduction of the ITSP role. In units where there is an IT Strategic Partner, IT job profiles will report to that person. April 2025

Over the 18-month transition period (July 1, 2025 – January 2027), all of IT will undergo an optimization process comprised of the basic elements of:

• Discovery: Understanding current structures, processes, and needs across IT.
• Analysis: Evaluating efficiencies, gaps, and opportunities for improvement.
• Recommendations: Defining the new IT organization and placing teams into the new operating model.

David Horton and Chris Lucas will work together as co-leads of the IT OST to ensure alignment between all areas of the IT Transformation Office. March 2025

The PwC workstreams are seen as foundational activities that will help establish future state projections. These areas will be further refined and developed during the transformation phase and as we continue with the future of IT at Penn State. March 2025

Leadership in the units that moved or will move into Penn State IT before July 1 reached out to the CIO’s office to begin initial discussions. Different scenarios prompted these inquiries, including IT director vacancies and organizational changes within their units. Discussions with David Horton, Chris Lucas and unit leadership followed to determine the feasibility of early transition plans. March 2025

For units moving July 1, the goal will be to keep organizational changes to a minimum. We will work with units who may have any outlier situations to determine the best approaches. March 2025

Yes, more changes will come. Penn State is experiencing a period of significant transformation, not just in IT but across the entire University. While we don’t have all the answers yet, this is an opportunity for us to come together, collaborate, and actively shape the future of IT at Penn State. Your involvement and adaptability will be essential in building an IT organization that is stronger, more efficient, and better aligned with the University’s needs. March 2025

Transition Planning (March – June): Directors and some additional direct reports to be identified later will be asked to help build a transition plan. It is anticipated that workshops and other collaborative efforts will be used to help this process.

Continued Leadership: Chris Lucas (University IT), Shuchi Nalepa (College IT), Dave Gindhart (Administrative IT), Kari Williamson (Campus IT) and Mike Stedlin (Research) will continue leading their areas while the transition plan is being determined.

Post-July 1: Chris Lucas, Shuchi Nalepa, and Dave Gindhart will transition to their new roles but will be available to assist as needed. March 2025

There are no layoffs planned as part of IT OST. Our new operating model will improve processes and the way we work, while creating new roles and opportunities. We will help to develop staff through upskilling, cross-functional training and job-sharing.  Any savings will come from leveraging attrition. As IT staff members, you are critical members of the University community and provide important expertise and solutions to support Penn State’s mission. March 2025

Many of our units have single points of failure or staff who feel overallocated. By centralizing, we create possibilities of cross-training and backup personnel where none may exist now.  We are already seeing these gains through the Commonwealth Campuses (CWC) and Student Affairs transitions. March 2025

We have no plans to make any changes to research support now but will seek to understand the unique needs of research in the coming months. March 2025

We recognize that some IT positions will be in-person for a number of reasons. We need to have a local relationship with our customers. However, as part of creating a more efficient and optimized IT, we will need to utilize shared tools and processes as opposed to relying on in-person assistance by default. March 2025

We do not expect much change in compensation or profiles. Any changes would have to be determined. March 2025

We anticipate new career pathways and opportunities, especially from more generalized to more specific roles, to be part of the transformation period. March 2025

There will be opportunities for everyone who is open to growth and change. While roles and responsibilities may evolve over time, those willing to adapt to the new environment will find their place within the integrated team. This transition offers a chance for professional development and new challenges, ensuring that staff who embrace flexibility can continue to contribute meaningfully to the organization. March 2025

Customer service and continuing our current work will remain important. At the same time, we are undergoing tremendous change within IT and as a university. We need to pull together and navigate through this time of change as we all work towards the future of IT at Penn State. Stay engaged, seek clarity, attend listening sessions and actively participate to help shape the future. March 2025

None at this time. March 2025

Some organizational structure changes will happen, but the goal will be to keep these changes to a minimum.

Direct reports of SLT members taking on new roles as part of the IT Transformation Office (Chris Lucas, Shuchi Nalepa, Dave Gindhart) will experience reporting line changes for the transition period. Workshops will be conducted to collaboratively determine the best path forward during the 18-month transition period.

There are no planned changes for Penn State IT’s Information Security area. March 2025

Starting in fiscal year 2026 (FY ’26, beginning July 1, 2025), IT salary lines for transitioning employees will move under Penn State IT. Non-salary budget expenses will not move at that time.  April 2025

The new IT Strategic Partner (ITSP) role will serve as a bridge between Penn State IT and academic/administrative units. ITSPs will help to meet unit IT needs while leveraging the benefits of a centralized model. The new role is being introduced as part of the effort to align IT functions across the University in a more collaborative and consultative manner. April 2025  

One of the goals of the transition is to optimize talent placement, ensuring that employees are working in roles that align with their skills and career goals, with obvious alignment in meeting the University’s overall needs. The reorganization is expected to create new career pathways, including specialization and leadership opportunities. Employees are encouraged to stay engaged and participate in discussions to help shape these opportunities. April 2025

After units transition into PSIT, travel funding and approval processes will be reviewed for consistency across areas within PSIT. Typically, each area has a professional development budget that may be utilized for conferences.  April 2025

Certification support by PSIT will be reviewed on a case-by-case basis. Please consult specific position descriptions posted by Human Resources to see information on preferred or required certifications for roles. April 2025

If part-time positions are required to provide the same level of service units currently have, those positions will also need to transition. April 2025

For the July 1 moves, only those full and part-time positions deemed in scope to move into PSIT on July 1 will see corresponding budget/salary line moves. All other funds will be reviewed at a later time and in coordination with guidance delivered by the Finance OST.  April 2025
 

• 24/7 IT support for your users—via chat, phone, email, portal, and walk-up options
• Frees up your team to focus on unit-specific IT needs and innovation
• Improves support consistency through standard workflows and documentation
• Ensures better reporting through unified metrics (response times, resolutions, satisfaction)
• Connects your team with other IT groups (like Identity, Security, Major Incidents) via shared channels
• Encourages continuous improvement through regular check-ins and partnership reviews
• Reduces workload through shared knowledge: Support articles and documentation are created collaboratively with service partners and units, written once and reused across the enterprise, minimizing duplication and effort  May 2025

• Self-service portal with knowledge articles
• In-person help remains available at local walk-up IT locations
• Live support via chat, phone, or email through the central Service Desk
  • Phone numbers, email addresses, and forms will not change. They will be redirected to the IT Service Desk, ensuring a smooth transition and reducing the impact of change on end users

• The Tier 1 team will troubleshoot and resolve common issue
• If an issue is beyond their scope, it’s escalated to your team or other appropriate support teams, following clearly defined workflows.  May 2025

We take partnership seriously. If issues arise, you’ll have direct and responsive support channels to get them addressed quickly:

• Dedicated Engagement Manager assigned to your unit
• Designated Service Desk agent who understands your workflows and users
• Direct email access to the Service Desk management team for escalation or urgent concerns
• Regular check-ins to review performance, share feedback, and resolve any challenges
• Ongoing visibility through the Teams channel and SharePoint for reporting, real-time communication, and updates

This layered support approach ensures your voice is heard, and your needs are met.  May 2025

Yes. Units that have already transitioned to the centralized Tier 1 Service Desk report:

• Increased satisfaction from users due to faster and more consistent support
• Reduced workload for local IT teams
• Better visibility into support trends and problem areas Quarterly reports and success stories are available to show results.
• Freed-up capacity for strategic work: Units have been able to restart stalled projects and focus on higher-priority initiatives that were previously interrupted by the need to man phones or handle repetitive tasks like password resets. May 2025

The onboarding process is structured and supportive, including:

1. Introductory meeting to understand your needs and goals
2. Engagement manager assigned from the Service Desk to guide the transition
3. Customized project plan and timeline using Monday.com for visibility
4. Kick-off meeting to align on roles, support channels, and documentation needs
5. Knowledge and training: You’ll provide documentation, and the Service Desk trains agents on your specific needs
6. Hypercare period: Extra support following go live to ensure success and catch anything that we might have missed in planning
7. Ongoing partnership: Regular meetings and annual reviews to adjust and improve

Templates, communication plans, and support materials are provided throughout.  May 2025

You’ll have:

• A dedicated engagement manager and Service Desk agent
• A SharePoint site with updates and reporting
• An interdepartmental Teams channel for direct communication with the Service Desk as well as other groups such as Identity, Major Incident, and other service teams. May 2025

• Regular all-partner meetings
• Quarterly and annual reports on metrics and user feedback
• Open communication channels for continuous collaboration  May 2025