1. Maintaining and Even Moving Forward with IT in Times of Budget Cutbacks and Constraints Client: Mary Jane Casto Consultants Chuck Frazier, Jack Grantham, Frank Moore, John Rolon

2. Client Environment  28,000 Students, 1200 Faculty, 3000 Staff  Public R1 in an Urban Setting  Centralized IT (mostly) [170]  Network 100%  Administrative Support and Infrastructure 100% (but some “shadow systems”)  Educational Technology mostly  Desktop Support – support contracts with 2 colleges, 1 dept; other 4 colleges have local support (some better than others); administrative offices rely on central IT (1:300)

3. Constraints  Legislature refused to raise taxes or cut funding  Budget was balanced on unrealistic predictions of increased state revenue  Decrease will probably be 6-8%  Translates to $7-10M “give-back” for Ga. State, probably $500K for central IT  Central IT budget = $12M

4. Solutions  Acquire more resources  Do more with same or less funding

5. Acquire More Resources  Push from centralized to decentralized by degree  Train customers – reduces load on Help Desk  Visiting associates from user depts.  Charge back/cost awareness  Mary Jane dollars  Remember IT – commitments and mandatory category Partners = All outside central IT

6. More Resources  Partner with users  Look for inefficiencies  Look for unacceptable risk  Possibly re-centralize  User help find funding that is not apparent to IT (e.g. Gifts, grants, vendors, user resources, partnerships)  Prioritize with partners/users  Barnacle scraping  Portfolio Mgmt. Partners = Academic and administrative top tier

7. Do More with Same or Less Funding  Consolidation study  Servers  Services (Help Desk)  Storage (Consolidated SAN)  Operating Systems/Applications  Stretch project deadlines (requires re-prioritization) Partners = Vendors, users, project owners

8. More with Same or Less  Scrutinize ongoing operations as well as projects  Partnering  Mutual benefit  Sell expertise  Review accounting practices  Use internships/student workers Partners = IT, users

9. Strategies with Users  “Open” budget  Visiting associates (they see good, bad, and ugly)  Economize as a mutual benefit  Ask for their help  Educate central IT on “Partnership”  MJ dollars

10. Executive Leadership Required  Provost  Deans  Chairs  Administrative functional unit heads (Registrar, Comptroller)  Faculty Senate Advisory Committee (monthly)  Strategic Advisory Committee (Quarterly)

11. Metrics of Success  We keep our jobs  Priority-setting groups prefer to support user area cuts in favor of IT  IT viewed as value added, not a cost  Good customer satisfaction reports

12. Three Years from Now The Picture  Deans are partners  CIO is trusted manager with CFO, President, Provost  Numerous partnerships  Users  Vendors  Other Institutions  Alumni checks targeted to IT