VALUES & PRIORITIES
Harvard University Statement of Values
In August 2002, the Harvard community introduced a new Statement of Values for the University. The statement had the endorsement of Harvard’s Academic Advisory Group made up of the President, the Provost and the Deans of the Faculties.
Harvard University aspires to provide education and scholarship of the highest quality—to advance the frontiers of knowledge and to prepare individuals for life, work, and leadership. Achieving these aims depends on the efforts of thousands of faculty, students, and staff across the University. Some of us make our contribution by engaging directly in teaching, learning, and research, others of us, by supporting and enabling those core activities in essential ways. Whatever our individual roles, and wherever we work within Harvard, we owe it to one another to uphold certain basic values of the community.
Respect for the rights, differences, and dignity of others
Honesty and integrity in all dealings
Conscientious pursuit of excellence in one’s work
Accountability for actions and conduct in the workplace
The more we embrace these values in our daily lives, the more we create and sustain an environment of trust, cooperation, lively inquiry, and mutual understanding—and the more we advance a commitment to education and scholarship, which all of us share.
Office of the University CIO Values
The Office of the University CIO employees are committed to demonstrating enthusiastic commitment to our values of “Results, Relationships, Responsiveness and Responsibility". These values are represented on the Values Compass below.
Office of the University CIO Priorities
The Office of the University CIO provides core infrastructure services to the Harvard community, supporting administrative and academic applications, and negotiating strategic vendor contracts, which allows Harvard to leverage purchasing power and price performance in technology areas.
On an annual basis, Directors and Managers participate in the strategic planning and budgeting process, which begins with the identification of future requirements as defined by our customer and advisory groups, the setting of goals and priorities by group, the development of "bottoms-up" budgets which are linked to those goals, and in some cases, the development and communications of rates.
The strategic plan is built on the foundation of clear goals and objectives for the Office of the University CIO, which are categorized under one of the broader overarching priorities outlined below:
Protect High Risk Information
Provide Efficient, Effective IT Services
Expand and Enhance Administrative Systems Capabilities
Support School Initiatives for using Technology in Teaching and Research
Coordinate IT Standards and Plans across Central Administration
Develop Mechanisms for IT Planning and Coordination across Harvard
