Office of the Vice President for Information Technology and Enterprise Chief Information Officer
IT Recognition
The mission of IT Recognition is to help encourage the University to recognize both individual employees and team achievements that show consistency, outstanding achievement and remarkable results in a simple, fair and diligent manner.
Annually, DoIT recognizes those IT employees and partners who create a fulfilling and rewarding work environment that aligns with our values of Communication, Growth, Satisfaction, Engagement and Innovation.
The Shout IT Out program operates along side our annual core value awards as a method for University faculty, staff and students to informally recognize the work done by IT individuals throughout the organization.
The STAR IT program recognizes DoIT's student workforce for their dedication and outstanding achievement. We encourage anyone to nominate DoIT student workers who go far beyond in their daily responsibilities.
Departments & Directories
The Division of Information Technology (DoIT) supports the academic, research, healthcare, and administrative missions of Stony Brook University.
Get a quick glance of DoIT's organizational reporting structure.
The staff directory provides an tabular view of our org chart and departmental structure.
The IT Partners directory lists embedded departmental IT resources and contacts from across the institution.
Senior Leadership Team
The DoIT Senior Leadership Team is committed to providing the University with a world-class teaching and learning with technology environment.
Vice President for Information Technology and Enterprise Chief Information Officer
Senior Director of Financial Operations
Assistant Vice President of Enterprise Applications and Integrations
AVP & Chief Information Security Officer
Assistant Vice President of Customer Engagement and Support
Director of People & Culture
Senior Director of Enterprise Project Management
Assistant Vice President/Chief Research Information Officer
Executive Assistant
Core Values
We are committed to engagement, communication, and sharing information with a human voice.
We will actively hire great people, develop their growth, encourage a healthy work/life balance, promote a diversity of voices, and support our staff.
We will work to delight our customers in the innovative delivery of our solutions and services.
We will work collaboratively across Stony Brook University to provide a responsive environment that enriches and enhances teaching, learning, service, and research.
We will encourage innovation, even where concrete business benefit is not initially apparent.
Foundational Principles & Strategic Priorities
DoIT has established strategic priorities to align with the University's strategic vision and primary goals. These priorities are built upon a series of foundational principles which will help guide the implementation of tactical solutions based on our strategic priorities.
Foundational Principles
- Manage Risk
- Align Human Capital Plans: DoIT recruitment, professional development and training, employee retention
- Generate New Revenue
- Investment/Strategy Alignment: Invest resources in the projects, initiatives, and services with the most strategic value.
- Balance Investment Across Run/Grow/Transform
- Make Data-Informed Decisions
Strategic Priorities
Listening to individual perceptions (how people "feel") about their experiences interacting with DoIT support or services. We want to demonstrate we care about availability, reliability, accessibility, performance, and satisfaction when it comes to our support and services. This priority also includes communications, feedback, outreach, consultation, and education.
Goals
- Implement and strengthen service management competencies in an effort to deliver the right high-quality services that exceed expectations.
- Provide campus constituents with expertise and services that meet and exceed their instructional, research and administrative expectations. Promote these services efficiently and effectively utilizing responsive design to user needs.
- Institute an ongoing process for assessing our services internally and externally to provide meaningful data to drive decision making, including direct and indirect evidence.
- Continue to improve internal and external communications through multiple modalities with a focus on relevance and clarity. Develop DoIT’s communications strategy, experiment and explore new social mediums for user engagement, feedback, and training. Highlight the efforts, people, collaborations and use of technology by Stony Brook faculty, students, researchers. Convey more insight and implications (not just facts) of what is driving innovation, discovery and change at Stony Brook.
- Align faculty, staff, researcher and student engagement efforts with institutional priorities, maximize ROI through improvements in the teaching, learning, research and administrative environment, with special emphasis on the University's student success initiatives.
- Develop a dynamic, transparent campus technology plan that provides a road map, benchmarks, success metrics, data and analytics.
Support data driven decision making, provide and support an analytic infrastructure.
Goals
- Focus on developing and deepening Stony Brook's analytics capabilities encompassing data capture through delivery in an effort to improve operational effectiveness, teaching, learning, advising, and research analytics.
- Develop performance measurement and network testing systems that are regularly used to characterize the network and are available for troubleshooting.
Physical & Virtual, Hardware & Software, Facilities, Network
Goals
- Improve our infrastructure to be more: 1) reliable, 2) agile and elastic 3) cloud-oriented and cloud-aware.
- Invest and implement in technologies that support key campus research and scholarly activities, and support multi-institutional collaborations and partnerships.
The EPMO operates at a strategic level in collaboration with the organization. The goal of this office is to provide institution-wide guidance, governance, standardized processes, and project portfolio management best practices, tools and techniques to align with the Stony Brook University mission and goals.
Goals
- Set ground rules and expectations for the project teams
- Formalize a common language for project managers, functional leaders and other stakeholders that smooths communication and ensures expectations are fully understood
- Set appropriate levels of visibility and increase accountability across an entire organization
- Increase agility when adapting to other initiatives or changes within an organization
- Introduce resource and capacity planning
- Establish and maintain key competencies and skills, and set standards
- Determine and communicate key performance indicators for measuring project performance
- Create buy-in throughout the business
Risk Management, Compliance, Policy, Incident Response Capability.
Goals
- Improve our ability to: 1) identify threats to our data and privacy, 2) protect institutional data and privacy, 3) detect attacks and intrusions, 4) respond to identified risks and detected attacks, 5) recover from security incidents.
- Build a portfolio of technologies that provides the capability to identify, classify and secure sensitive data.
- Build a framework for managing risk.
- Put Stony Brook in a position to accept and receive any research opportunities that it chooses to pursue.
Richard W. Reeder was a trusted colleague, mentor and friend to many at Stony Brook University during his tenure that spanned more than 40 years. He was also a loving and caring husband, father and grandfather. Rich was a visionary who championed technology, saving Stony Brook University millions of dollars and taking it to the next level. Rich passed away much too soon and in celebration of his life and legacy, the Richard W. Reeder Endowed Scholarship was created by his family and friends.