‘Drivers’ in IT Space (examples)

1. Question: What is the appropriate approach for developing a ‘blueprint’ reflecting the role, scope, planning, investment and support of Information Technology at UGA in order to meet the mission of the University?

2. ‘Drivers’ in IT Space (examples) • The changing demographics of the University population • Recognition of Information Technology as central to the success in achieving vision and mission of an institution • Recognition of the dependency on technology in meeting the instructional, research, outreach/public service, student-services and and administrative business requirements of a Research extensive, public institution • Rapid evolution of technology with focus on ‘instant access’ • Changing nature of content creation, acquisition and delivery • Need to position Information Technology leadership enabling greater opportunity for developing collaborative, innovative and progressive strategies • Dissolution of boundaries; transparency; blending • Requirements for both intellectual, collaborative learning and social interaction/networking

3. UGA Drivers (examples) • Competitive ability as Research-extensive institution to move to top Tier institution • Increased emphasis on Graduate education • UGA 2010-2020 Strategic Plan • SACS Accreditation Compliance/Certification: Technology Use • MCG/UGA Medical School Partnership • Enhanced Public Health/Health Sciences—Navy School • Proposed College of Engineering • Full Degree Programs Online: Residential/Extended Campuses • Modern, web-based, administrative platform (e.g., Student System, Financial Aid, HR, Finance, Grants/Contracts) • 24x7x365 any place, any time, by any device access to UGA data, information, educational resources (e.g., Podcasting; I-Tunes U; asynchronous access to course support materials/lectures)

4. Questions by UGA Stakeholders Where are we/UGA headed in terms of ‘electronic’ classrooms/lab facilities? What is the plan for increased connectivity, access and use of technology for teaching and learning? What should departments be purchasing? What will be the standard? What is projected as ‘cutting edge’? How are we planning for STEM disciplines, requirements? With the College of Public Health, and potential components of the Athens campus medical school initiative, ‘housed’ in the Navy School facility, ‘who’ will support the IT component for these groups? There is a 1200 sq. ft. data center at the Navy School that can support the IT needs and be used as a DRP site. Is this use a part of the planning? Who will support the IT requirements for new facilities/new and/or mixed tenants?

5. cont. Questions per ‘Proposed’ UGA Strategic Plan The University will seek excellence in all of its endeavors. The University will be required to make strategic investments in those areas to maintain established excellence and emerging areas of instruction, research, and service as required. Who will make the decisions on investments and on what basis? How are those investments calculated and by what measure (e.g., lifecycle mgt)? We should educate our students to be involved and engaged with the global community….Improving and expanding this excellence will require continued investments in faculty and infrastructure. What are the plans for infrastructure, applications, level of connectivity, access, etc for international programs?

6. cont. UGA ‘Proposed’ Strategic Plan • Recognizing the aged administrative systems infrastructure and applications, and the acute constraints based on traditional funding sources, how does the institution plan to address the need for modern, web-based, 24x7 access to university data? What is the plan to identify solution(s), timeline, necessary investment? • What is the plan to support increased access to the University of Georgia graduate education through extended campus educational programs and online education? • What is the plan for providing physical and technological infrastructure necessaryto conduct cutting-edge research in support of UGA moving to top Tier research institution? Who is responsible?

7. cont. examples: 2007 EITS External Program Review • University academic and administrative units lack easy and flexible access to information needed for planning and management as well as for reporting to the University System of Georgia •   All of the legacy enterprise systems are at risk due to their aging software architectures, difficulty of hiring staff with skills in legacy technologies, and lack of a robust business continuity plan •  Students do not appear to be engaged in IT planning and priority setting

8. …. recently received questions • Where are there areas for potential consolidation of services, both residential and non-residential? (e.g., videoconferencing; system administration; hosting, etc) • What type of business model is available to enable services purchased through central computing rather than by individual college/unit? Is there a plan for expanding/adding to central services? If so, what are they? • Is there plan for identifying ‘commonalities’ in position titles, classification, compensation, etc. enabling more consistent ability for recruitment/retention? • Is there a plan for ‘sharing services’/expertise among and/or between units in order to leverage available human capital • What types of learning and social networking spaces will be needed over the next 10 years to accommodate new learning styles and facilitate connectedness of students to faculty (e.g., QEP Program)

9. Sources • Provost 5-yr Planning Model • Senior Administration, VP’s, Deans, Department Heads, etal • Budget Hearing Process: 5-yr Plan-to-Annual Request • 2007 EITS External Program Review • Faculty/Student Assessment: UGA Strategic Planning Committee • UGA Strategic Plan; national Student satisfaction surveys • SACS Compliance Principle 3.4.12: Technology Use • Stakeholder engagement: Compact Planning • CIO Advisory Cabinet and committee structure (Academic/Instructional, Research, Public Service/Outreach, Administrative, Security) • ITMF (IT Directors for central computing and distributed units) • UGANet (IT technical staff) • ACIT (USG; statewide CIO/Executive IT Leadership via ACIT)

10. Descriptors of Master Planning Concept • …Comprehensive plan to guide an organization’s long-term planning and investments, in this case….in guiding long-term planning, strategic decision-making, and investments for Information Technology at all levels of the organization based on standards, policies, shared services, consolidation, etc • …General information technology ‘use’ plan of a campus and its affiliate geographic sites focused on future growth, goals, actions, investments in support of the vision and mission of the institution • …Synonymous with ‘comprehensive plan’ for decision-making; high level, holistic, ‘big picture’, futuristic • …Plan for comprehensive view of institution, i.e., infrastructure, architecture, networks, systems, applications, labor expenditures, etc

11. Conceptually: A Master Plan reflects….. • a Vision that will keep pace with evolving, interactive, student-centered and collaborative electronic learning environments while providing seamless access to data, information, and knowledge in an effort to meet the needs of the University community. • ‘blueprint’ to the UGA Executive leadership, central computing, residential and non-residential IT units, and the University community for systematically planning, managing, implementing and staffing its information technology resources and progressively building the desired infrastructure to effectively support its mission. • Over-riding principles that provide the foundation for an ongoing University-wide information technology planning, investment, implementation, and management process providing specific recommendations to promote and enhance each of the principles.

12. Examples of Principle(s) Statements… • An effective organizational structure is essential for campus leadership and management of a rapidly evolving technological environment • The efficiency and effectiveness of academic and business support services requires compatibility and integration between technology systems and applications • Standardization, integration, and consolidation are key to maintaining a scaleable technology infrastructure maximizing ROI and value • Distance learning and student support at-a-distance are an essential component of the current and future mission of the University • Adequate financial structures are essential for the implementation of new technologies and the maintenance of existing technologies (e.g., Five-Year Investment Strategies)

13. cont. examples of Principle(s) Statements • Excellence in teaching and learning requires access to technology by all constituents • Training of faculty, staff, and students is essential to take advantage of technology investments • The deployment of advanced technologies requires fully integrated voice, video, and data networks • Technology Investment must be linked to Process Improvement, i.e., benefit to user community and other stakeholders • Academic, administrative, and business operations require a current, reliable and secure computing and network environment, and effective and responsive support systems • Non-baseline technology projects not included in ongoing, re-occurring ‘base’ budget must be fully vetted and funded before they are initiated • Technology Governance is an organizational imperative

14. cont. Conceptual Framework components • Guidelines for the acquisition, management, ongoing use, and integration of information technology within collective campus environments, residential and non-residential • Integrated approach for the use of technology to meet the academic, research, outreach/public service, student services, and administrative goals of the public University

15. A Master Plan…clearly requires a Vision and Statement of where Information Technology at the organization/institution will need to be in support of the mission and strategic priorities of the institution based on the goals of the institution, i.e., 2010-2020 Strategic Plan, Senior Leadership directives, competitive requirements, etc.

16. Next Steps • Collect, assess, construct profile of ‘current state’ (e.g.) • SACS Compliance Certification 3.4.12: Technology Use • Governance/Committee Structure • Cabinet-approved Standards, Policies • Central/distributed organizational structures • Verify via Senior Leadership UGA ‘strategic direction, goals, ‘driver’ requirements, 2010-2020 • Develop ‘charge’ to Task Force for drafting UGA Information Technology Master Plan (i.e., verifying high level, comprehensive, futuristic approach)

17. Establish Task Force focused on draft of UGA Information Technology Master Plan, August, 2010 (Committee membership/affiliation examples) • Committee for Academic/Instruction • Research Computing Advisory Committee • Outreach/Public Service Committee (potential reconfiguration) • Administrative Systems Advisory Committee • UGA Information Security Committee • UGA Extended Campus Committee • ITMF, UGAnet • Chair, CIO Advisory Cabinet • Senior Leadership (e.g., VP, Dean, Assoc Provost, Assoc VP, etc) • SGA representative • Libraries

18. Identify Strategic Targets Areas (examples) • Teaching/learning and social networking spaces required to accommodate new learning styles and facilitate connectedness of students to faculty (e.g., SACS Quality Enhancement Plan) • Institutional IT Governance Structure: Standards, Policies, Procedures • Information Security: Standards; Policies; Procedures; BC; DR • Next Tier: Research and High Performance Computing; RCC • Workforce Preparedness/Training/Professional Development • Workforce Recruitment, Compensation, Retention • Life-Cycle Management • Long-term Funding/Investment strategies and/or model(s) replicable to both Central and Distributed environments • Shared Services/Consolidated Services (e.g., Centralized Hosting, Centralized Backup

19. ‘Big Picture’ Deliverables of Master Planning Process • Review and development of current state of UGA Information Technology ‘space’ including central and distributed) infrastructure, architecture, systems, applications and services; governance; utilization of facilities; recruitment, retention, compensation and training of staff; labor distribution, and budgeting, fiscal planning and long-term investment strategies, etc. • Development of Statement of Purpose to include ’drivers’ and recommended systematic approach for managing IT resources and progressively building required infrastructure to support mission. • Development of Principles to guide drafting of the UGA Information Technology Master Plan based on identified priority ‘targeted’ areas of focus • Identification of ‘targeted’ areas of focus for initial plan • Task Force, Committee(s), special interest group(s) assignments

20. Identify Strategic Targets Areas (examples, ITMF) • Teaching/learning and social networking spaces required to accommodate new learning styles and facilitate connectedness of students to faculty (e.g., SACS Quality Enhancement Plan) • Institutional IT Governance Structure: Standards, Policies, Procedures • Information Security: Standards; Policies; Procedures; BC; DR • Next Tier: Research and High Performance Computing; RCC • Workforce Preparedness/Training/Professional Development • Workforce Recruitment, Compensation, Retention • Life-Cycle Management • Long-term Funding/Investment strategies and/or model(s) replicable to both Central and Distributed environments • Shared Services/Consolidated Services (e.g., Centralized Hosting, Centralized Backup