Integrating IT with Institutional Mission at Catholic Colleges & Universities Challenges & Opportunities: Thomas Skill, Associate Provost & CIO University of Dayton Brian Young, Vice President for Information Technology & CIO, Creighton University Copyright T. Skill & B. Young, This work is the intellectual property of the authors. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the authors. To disseminate otherwise or to republish requires written permission from the author.

Problem Statement - 1 Many Catholic Colleges and Universities see their future success as closely tied to their distinctive Catholic heritage. Information Technology has moved from a marginal to a central role in serving both the mission and market for many Catholic Universities and Colleges.

Problem Statement - 2 Private “faith-based” Universities are continually challenged to make explicit the ways in which the IT organization and related IT initiatives directly support and advance the mission of the institution. Investments in technology are frequently pitted against investments in “high touch” initiatives that appear to be more closely aligned with institutional mission.

Problem Statement - 3 Faith based institutions are often asked to use their IT resources to help smaller sister institutions Besides local state and federal laws to address, faith based institutions have policies from their religious orders (ex: Vatican II, Ex Corde Ecclesiae, a new Pope)

Problem Statement - 4 Faith-based institutions are feeling significant pressure to restructure their IT organizations in an effort to more effectively meet both mission and market. The process of restructuring is highly stressful and particularly challenging for private institutions whose foundation has been in the “personal care” of staff and students.

Problem Statement - 5 Based on the mission, faith based institutions and their IT organizations are more likely to say “YES” than “NO”. Stretching the dollar even more. –To local organizations needing help and support –To local schools, especially those in low income urban areas –To outreach centers and mission based center around the world

Aligning IT with Mission: Considerations Develop a mission-driven IT vision that embraces consensus among campus leadership Strive to Integrate “mission-appropriate” IT innovations into the academic curriculum & campus culture Create and sustain IT related faculty development in the context of mission and student-centered learning Advocate for a balance in allocation of IT resources with other campus priorities Build and sustain services and support in the context of "high touch and high tech" Open articulate the challenges and opportunities of integrating technology innovations with faith formation, service learning and spiritual components of the campus community

Mission-Centered IT Core Beliefs Serve the entire university in the context of meeting our educational & spiritual mission Provide innovative, cost-effective and creative solutions that exceed expectations of our campus clients Operate as a cohesive team that actively seeks and offers timely solutions to campus constituents Establish a “standards-based” environment whereby all systems and hardware are installed and supported for highest efficiency, cost-effectiveness and performance throughout the entire campus community

Integrating and Positioning IT in Support of Vision & Mission Vision for Excellence: Integrated Learning & Living In Community –Core Competency –Value-added differentiator Position IT as a Strategic Enabler/Collaborator in achieving the Vision for Excellence –Facilitate information sharing in support of learning, planning, decision-making, research and scholarship for faculty, staff and students.

Creighton University: Best Practices & Lessons Learned Find time to update the religious order on where IT strategy is heading CURA PERONALIS or “Care for the person” and the need to make change and restructure people/teams –Harder to make staffing changes when religious orders are involved

Creighton University: Best Practices & Lessons Learned Online Ministry is a major client for IT –Over 2 million visits a month to the Creighton daily reflections site Online programs such as campus ministry retreats, the St. Ignatius spiritual exercises, and Pod-casting mass take priority for IT resources

Creighton University: Best Practices & Lessons Learned Having religious partners on campus can help the IT organization: –Having a priest in the room during contract negotiations can help bring out the truth and best offer from your vendors –Having religious members involved in the execution of your schools AUP can help eliminate problems

University of Dayton: Best Practices & Lessons Learned Align Application development With mission –Virtual Orientation in support of community- building 1 st year students Parents –Student Blogs Student Mentorship programs in IT –Link Classroom and Helpdesk services to mission –Emphasize technical competence with the Marianist Charism of “living & working in community”

University of Dayton: Best Practices & Lessons Learned Provide value-added services to regional affiliated agencies –Voice/Video/Data services to Marianist Grade Schools, Seminary and retreat center –Hosting services for Marianist religious groups Support on-line formation and religious education programs –Institute for Pastoral Initiatives provides courses for over 30 dioceses in three languages