…Great minds don’t think alike…they work together…. Chronicle of Higher Education

1. …Great minds don’t think alike…they work together….Chronicle ofHigher Education

2. Attributes of the ‘Whole’ Impacting IT (2004) • 33,405 students • 76% between ages of 18 and 24 • 70% freshman class applied via email with 99% providing email address • 5,908 full-time faculty/other professional = 62% of University employees • $227 million in sponsored research activity • 84 Student housing buildings • 372 Athens Campus buildings (excludes leased space) • 7,370 Athens Campus basic rooms (classrooms, labs)

3. Scope of use—IT systems and services on average, 1.1 million email messages per day processed through UGA email with estimated 800,000 unsolicited and/or SPAM 6.6 million transactionseach month on the IBM mainframe not includingdrop/add; during drop/add, estimated 10 million transactions 64,500 batch jobs processed each month on the IBM mainframe (e.g., collecting costs for facilities mgt) estimated 32,000 devices on the campus network not counting wireless (e.g., computers, printers)

4. approximately 500 wireless access points available with 300 in PAWS network supporting estimated 3,000 wireless devices • WebCT used to augment estimated 5,600 courses with 45,600 individual students enrolled • 800+ uga.edu domain web sites; number of web pages on UGA main web server estimated at 645,000 • MyUGA reflects estimated 39,000 logins per day

5. Campus Expectations • High performance computing/parallel computing • Integration of official Universitydatabased on enterprise model; data warehouse/data mining capability • Comprehensive information technology security planning; contingency and disaster recovery plan • Life cycle management of campus systems/applications • Support for Public Service and Outreach systems and services state-wide, and through international education

6. Strategies for meeting challenges(examples) • Clear articulation and/or understanding of campus information technology core systems, services,.. support • Campus-wide planning processes/procedures (e.g., 5-yr plan; IT Compact Planning Process; fiscal business model) • Alignment, funding, support and staffing of CIO/EITS organizational structure in concert with information technology core systems and services, campus IT units, user community, advisory structure • Alignment of IT Advisory Structures (e.g., UGANet, IT Management Forum, CAIT) with goals/priorities of University

7. Example: UGA Information Technology Core Systems and Services Strategic Planning, Governance, Policy and Advisement Business Operations and Administrative Applications Infrastructure, Architecture and Related Support Instructional Technology Research Computing User and Client Support Security for Information Technology Systems and Data Outreach and Partnerships

8. CIO Business Services Software distribution/Licensing Personnel/HR UGA liaison for State/Reg & National Connectivity Office of the UGA Chief Information Officer and Associate Provost Information Tech Advisory Council CAIT Communications/PR/Marketing Community, State, Regional and National Assoc/Professional Representation UGA Information Technology Security Assoc CIO for Academic, Research, & Instructional Services Assoc CIO for ERP (Standards, Policies, Execution and Management SLA’s MOU’s Codicils ERP Planning & Project Mgt ISS AIS Programming UGA Portal/ Student Campus-wide IT Data Standards And Policies Capacity Planning & Project Mgt Research Computing Network & Operations User and Client Support Communications/ Content Mgt CITP Client Services Customer Satisfaction. Telephone Services Application Develop. Marketing/PR CIO/EITS Website EITS Commun. Strategic Plan Graphics/visuals Speech Writing Capacity Planning Asset Management Benchmarks/ Performance metrics/ vPMO Research Computing Center Southern Light Rail National Lambda Light Rail Research Computing Committee Network Infrastructure Production Systems Telecommunications Data Center Operations Draft 5/11/05

9. UGA/EITS GOAL(S) a) retain and recruit the best possible IT technical professionals b) provide UGA with the best possible IT services and support by aligning IT salaries with market conditions

10. Meeting goals requires: • Institutional commitment to achieving fair and market-based compensation for IT technical professionals • Recognition that the goal of aligning IT salaries with market conditions is an institution-wide effort and includes the IT community, UGA Human Resources, and the Administration • Identification and implementation of a comprehensive, phased strategy to meet market conditions

11. Facts/Assumptions--EITS • Fiscal resources are not available to cover cost of aligning all IT technical positions with market conditions in the ’06 fiscal year; thus…. a) aligning all IT technical positions with market conditions will require a multi-year phased implementation approach, recognizing that a phased implementation approach will require additional budget in subsequent years not yet identified.

12. cont. b) Senior EITS Management and the Office of the CIO will need to continue to bring the issues tied to the IT Classification alignment to the Central Administration for support and funding

13. Recognizing that funds are not currently available to meet increases for all technical positions, EITS senior management have developed a phased process based on two major criteria consistent with the IT industry and conceptually in line with the UGA faculty salary alignment process: • a) job complexity • b) performance in support of the CORE infrastructure, support and services

14. Job Complexity(hypothetical example) Institutional Knowledge Professional Expertise

15. Job Complexity Analysis for EITSActual Data 2002

16. Calculating Job Complexity(Example)

17. “Our core values are the foundation and basic principles that influence our daily decisions and actions, helping us to realize our shared vision and accomplish our mission. Understanding and demonstrating these values is the shared responsibility of each-and-every EITS employee. This organization will recognize and reward individuals whose exceptional performance clearly reflects their ongoing commitment to these values.”

18. Performance Example --- Annual Evaluation --- ---- Exhibits EITS Core Values ----

19. Example of Allocation

20. cont. Facts/Assumptions • Funding has been committed in the amount of $190K from the EITS ’06 budget (1/2 of total estimated available budget) for Phase 1 of a multi-phased approach • EITS phased plan does not include senior management (i.e., does not include CIO, Executive Director, and Directors)

21. Next steps… • Completion of EITS Job Complexity and Performance matrix = mid June, 2006 • HR confirmation in late June finalizing the EITS Phase 1 implementation strategy • Implementation of salary adjustments for staff included in Phase I anticipated to occur no later than January, 06 and sooner if possible

22. Continued work with HR and the IT Jobs Reclassification Committee regarding policy, funding for subsequent phases, and campus-wide implementation with focus on alignment with market conditions…. recognizing Implementation is pending final approval from HR and the Administration.

24. …Great minds don’t think alike…they work together….Chronicle ofHigher Education