1. UT Arlington Sourcing Opportunities James Bradley, VP of IT & CIO Erin Morgan, Director Strategy & Planning

2. Technology is the Engine of University In a highly digital world, the ability of the University to create a seamless digital experience for students, faculty and staff is critical. Benefits of Sourcing  Improves reliability and scalability of IT services  Increases the capacity of the IT organization to focus on the most valuable IT activities for the University  Provides additional flexibility and agility in growing and transforming the University’s competitive advantage

3. How Did We Research? Sourced Research Partner Data External Review by Sourced Partners External Review by Higher Education Peers Interviews with Higher Education Peers On-site Visit with a Respected Higher Education Peer Many thanks to all of you for your help!

4. Why Consider Sourcing? Focus IT resources on activities that deliver the highest value to the University (Wishon et al)  Enhanced student interactions  Integration of critical applications into common portal  Business process improvement(s) to reduce client friction  High-touch support Deliver commodity services and improve the following:  Reliability of infrastructure  Adaptability and agility of the IT organization  Scalability to quickly expand services  Cost containment by leveraging greater economies of scale

5. Create a Sourcing Foundation Build a Sourcing Team IT Sourcing Officer Business Analysts Service/Product Manager Create a Sourcing Strategy Align strategy to University goals Develop with stakeholder involvement Evaluate Opportunities with Sourcing Decision Matrix Governance body prioritizes and funds opportunities after evaluation utilizing a decision-making framework Manage with a Performance Framework Utilize a framework to ensure vendors are accountable to the deliverables and service level agreements

6. Sourcing Decision Matrix Outsource PrincipleOutsource Score (Yes = 1, No = 0) In-House Score (Yes = 1, No = 0) In-House Principle Commodity Support (Support requires no specialized knowledge of unit mission, processes, or calendar and delivery is highly automated) Specialized Support (Support usually requires knowledge of unit mission, processes, and calendars)* Commodity Functions (Technology supports business functions and processes are well understood and managed by outsource service) Specialized Functions (Technology supports key business functions and processes that are critical to university success)* Commodity Service (Well established sourced service that improve technology delivery in most of these areas: reliability, capacity, scalability, and/or cost) University Differentiation (Technology increases our competitive advantage in the areas of research, student success, and/or new student markets) Specialized Skills (Highly skilled or specialized knowledge that cannot be easily recruited and retained) General Skills (Skills and knowledge easily recruited and retained) Build-Operate-Transfer (Outsource the initial building and operation of business process with an end goal to transfer back to the IT organization in situations where a key area is needed, but the skills to implement and manage are non-existent) Maintain Core Competencies (Run the aspects of IT that represent core competencies that fuel the university’s success: IT architecture, innovation, leadership, sourcing management, and university differentiation) Total Scores on both sides suggest areas for hybrid sourcing or a need for better IT/institution goal alignment

7. Organization is Common HIED IT Issue “Developing an IT Staffing and Organizational Model to Accommodate the Changing IT Environment and Facilitate Openness and Agility” has emerged as the number four issue on the Educause Top Ten Issues, 2014 list (Grajek) How will the IT Organization be Impacted?  Staffing Levels Remain Static or Increase New roles to manage sourcing partners New roles to respond to new opportunities  Increased Adaptability and Resilience to Change Teams adapt and rearrange quickly Individuals look ahead and develop skills for the future  Improved Business Competencies Individuals at all levels of the organization understand the goals of the University and speak its language Develop new skills: Project management, communication, strategic thinking  Structure for Agility and Innovation Flatter structure Innovation is everyone’s job Cross-functional, high-performing teams Independent decision-making

8. What Roles are Recommended? RoleDuganGrajeck ArchitectsXX Business AnalystsXX IntegratorsXX Business Process ManagersXX Program and Project ManagersXX Service/Product Management ProfessionalsXX Vendor Management SpecialistsXX Contract ManagerX InnovationX Leader/ManagerX ProgrammersX Database AdministratorsXX DevelopersXX Identity Management EngineersXX Information Security SpecialistsXX Application/Software Administration & ConfigurationX Cloud Infrastructure AdministrationX Network/System EngineerX Support SpecialistX Analytics ProfessionalsX

9. Final Thoughts  Developing partnerships takes time for RFP and contract negotiation  Improving services through sourcing relationships will still require investment(s) in infrastructure  Sourcing strategy should be jointly created and governed to ensure alignment between the University and IT  Opportunities are endless; University should prioritize and phase the transition to sourced services  IT organization will require retooling to embrace its future roles in a multisourced environment

10. Questions? Contact Us Jim Bradley cio@uta.educio@uta.edu Erin Morgan emorgan@uta.eduemorgan@uta.edu