Information Technology and Enterprise Planning Status Report for The University of Georgia UGA President’s Cabinet April 21, 2005

Basic Assumption … to influence information technology as an enabler of change for the University, UGA and the Office of the Chief Information Officer will need to think like a business and manage as an enterprise.

-Drivers of Change-  UGA Mission/Goals  American Higher Education’s ‘three’ Revolutions  UGA Strategic Plan  Five-year Program Planning Process/Provost  UGA Accreditation 2008  State/Federal data requirements  Enterprise Planning for Information Technology  UGA student body

Planning for Change  Sense of direction, priorities, direction  Strategic thinking and planning processes  Articulated priority initiatives and strategies  Milestones/deliverables  Performance metrics  Total cost analysis/projections (e.g., ongoing maintenance, staffing, replacement)  Partnerships  Commitment to the whole

Attributes of the ‘Whole’ Impacting IT (2004)  33,405 students  76% between ages of 18 and 24  70% freshman class applied via with 99% providing 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)

Scope of use—IT systems and services  on average, 1.1 million messages per day processed through UGA with estimated 800,000 unsolicited and/or SPAM  6.6 million transactions each month on the IBM mainframe not including drop/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) 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)

 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

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

Responsive, reliable, service-oriented central computing organization; strong leadership and management Responsive, reliable, service-oriented central computing organization; strong leadership and management Comprehensive long term IT planning model for core infrastructure, architecture, systems and services Comprehensive long term IT planning model for core infrastructure, architecture, systems and services Comprehensive business model based on standards, Comprehensive business model based on standards, policies, ROI, and enterprise model

Reality Check …. Decentralized nature of campus reflecting combination of a distributed funding and staffing model Decentralized nature of campus reflecting combination of a distributed funding and staffing model Challenge in developing, implementing and managing IT policy, standards, guidelines, ‘best practices’ as basis for managing and protecting systems/applications Challenge in developing, implementing and managing IT policy, standards, guidelines, ‘best practices’ as basis for managing and protecting systems/applications Absence of campus-wide enterprise planning effort for IT investments, life cycle management and future requirements Absence of campus-wide enterprise planning effort for IT investments, life cycle management and future requirements

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

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 Example: UGA Information Technology Core Systems and Services

Example: UGA Information Technology Goals 1) In support of the University’s goal to be ranked among the top fifteen public universities in America by 2010, campus IT leadership will engage in a 5-yr planning process through Compact Planning based on a negotiated, user- driven process aligning strategies, goals, performance metrics, and milestones with the priorities and budget of the University.

2) Recognizing the need for strategies, methods, policies and education to secure and protect information and data, IT leadership will develop, implement and manage a comprehensive IT security planning process including the implementation of best practices in selection of hardware and software; standards and policies; desk-top security; and awareness and education.

3) Based on a multi-phased approach, campus IT leadership in concert with the central administration will move toward an incremental, comprehensive fully-funded Information Technology Business Model for core physical and infrastructure asset costs; life cycle replacement; and human resource requirements.

4) Recognizing the need for integration of official administrative data and information management systems, UGA will enter into a systematic and incremental planning and decision-making process to enable data integration from multiple sources; first step will be conducting a Business Process Analysis of current and required institutional business processes official administrative data and information management systems, UGA will enter into a systematic and incremental planning and decision-making process to enable data integration from multiple sources; first step will be conducting a Business Process Analysis of current and required institutional business processes

5) Establish a sense of organizational unity through positioning of the Chief Information Officer as the leader for UGA information technology… supporting the core infrastructure, long-term planning, and leveraging of campus-wide IT staff through common institutional standards and best practices. through positioning of the Chief Information Officer as the leader for UGA information technology… supporting the core infrastructure, long-term planning, and leveraging of campus-wide IT staff through common institutional standards and best practices.

Experience/lessons learned... …positive change requires stability …positive change requires stability …culture is profoundly important; leadership must focus on the levers within the culture …culture is profoundly important; leadership must focus on the levers within the culture …alignment of Information Technology leadership, funding, staffing and support within the organization (i.e., UGA) is critical …alignment of Information Technology leadership, funding, staffing and support within the organization (i.e., UGA) is critical

And, by asking the RIGHT question…  Whom do you serve and what do they want to do? (customers/clients/organization)  What are the core systems, services, and support provided? (CORE systems, services, support)  What is the best way to provide the services (processes)  How do we know we are doing a good job? (metrics)  What is the best way to organize? (structure)

Dr. Barbara A. White Chief Information Officer and Associate Provost