Transcript Document

THE UNIVERSITY OF GEORGIA
Office of the Chief Information Officer
Enterprise Information Technology Services
Question:
What is the appropriate approach for
developing a ‘blueprint’ reflecting the role,
scope, planning, investment and support of
Information Technology at UGA in order to
meet the mission of the University?
THE UNIVERSITY OF GEORGIA
Office of the Chief Information Officer
Enterprise Information Technology Services
‘Drivers’ in IT Space (examples)
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The changing demographics of the University population
Recognition of Information Technology as central to the success in
achieving vision and mission of an institution
Recognition of the dependency on technology in meeting the
instructional, research, outreach/public service, student-services and
and administrative business requirements of a Research extensive,
public institution
Rapid evolution of technology with focus on ‘instant access’
Changing nature of content creation, acquisition and delivery
Need to position Information Technology leadership enabling greater
opportunity for developing collaborative, innovative and
progressive strategies
Dissolution of boundaries; transparency; blending
Requirements for both intellectual, collaborative learning and social
interaction/networking
THE UNIVERSITY OF GEORGIA
Office of the Chief Information Officer
Enterprise Information Technology Services
UGA Drivers (examples)
• Competitive ability as Research-extensive institution to move to top Tier
institution
• Increased emphasis on Graduate education
• UGA 2010-2020 Strategic Plan
• SACS Accreditation Compliance/Certification: Technology Use
• MCG/UGA Medical School Partnership
• Enhanced Public Health/Health Sciences—Navy School
• Proposed College of Engineering
• Full Degree Programs Online: Residential/Extended Campuses
• Modern, web-based, administrative platform (e.g., Student System, Financial
Aid, HR, Finance, Grants/Contracts)
• 24x7x365 any place, any time, by any device access to UGA data,
information, educational resources (e.g., Podcasting; I-Tunes U;
asynchronous access to course support materials/lectures)
THE UNIVERSITY OF GEORGIA
Office of the Chief Information Officer
Enterprise Information Technology Services
Questions by UGA Stakeholders
• Where are we/UGA headed in terms of ‘electronic’ classrooms/lab
facilities? What is the plan for increased connectivity, access and use of
technology for teaching and learning? What should departments be
purchasing? What will be the standard? What is projected as ‘cutting
edge’? How are we planning for STEM disciplines, requirements?
•With the College of Public Health, and potential components of the
Athens campus medical school initiative, ‘housed’ in the Navy School
facility, ‘who’ will support the IT component for these groups? There is a
1200 sq. ft. data center at the Navy School that can support the IT needs
and be used as a DRP site. Is this use a part of the planning? Who will
support the IT requirements for new facilities/new and/or mixed tenants?
THE UNIVERSITY OF GEORGIA
Office of the Chief Information Officer
Enterprise Information Technology Services
cont. Questions per ‘Proposed’ UGA Strategic Plan
The University will seek excellence in all of its endeavors. The
University will be required to make strategic investments in those
areas to maintain established excellence and emerging areas of
instruction, research, and service as required. Who will make the
decisions on investments and on what basis? How are those
investments calculated and by what measure (e.g., lifecycle mgt)?
We should educate our students to be involved and engaged with the
global community….Improving and expanding this excellence will
require continued investments in faculty and infrastructure. What are
the plans for infrastructure, applications, level of connectivity, access,
etc for international programs?
THE UNIVERSITY OF GEORGIA
Office of the Chief Information Officer
Enterprise Information Technology Services
cont. UGA ‘Proposed’ Strategic Plan
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Recognizing the aged administrative systems infrastructure and
applications, and the acute constraints based on traditional funding
sources, how does the institution plan to address the need for modern,
web-based, 24x7 access to university data? What is the plan to
identify solution(s), timeline, necessary investment?
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What is the plan to support increased access to the University of
Georgia graduate education through extended campus educational
programs and online education?
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What is the plan for providing physical and technological
infrastructure necessary to conduct cutting-edge research in support
of UGA moving to top Tier research institution? Who is responsible?
THE UNIVERSITY OF GEORGIA
Office of the Chief Information Officer
Enterprise Information Technology Services
cont. examples: 2007 EITS External Program Review
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University academic and administrative units lack easy and flexible
access to information needed for planning and management as well
as for reporting to the University System of Georgia
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All of the legacy enterprise systems are at risk due to their aging
software architectures, difficulty of hiring staff with skills in legacy
technologies, and lack of a robust business continuity plan
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Students do not appear to be engaged in IT planning and priority
setting
THE UNIVERSITY OF GEORGIA
Office of the Chief Information Officer
Enterprise Information Technology Services
…. recently received questions
• Where are there areas for potential consolidation of services, both
residential and non-residential? (e.g., videoconferencing; system
administration; hosting, etc)
• What type of business model is available to enable services
purchased through central computing rather than by individual
college/unit? Is there a plan for expanding/adding to central services?
If so, what are they?
• Is there plan for identifying ‘commonalities’ in position titles,
classification, compensation, etc. enabling more consistent ability for
recruitment/retention?
• Is there a plan for ‘sharing services’/expertise among and/or between
units in order to leverage available human capital
• What types of learning and social networking spaces will be needed
over the next 10 years to accommodate new learning styles and
facilitate connectedness of students to faculty (e.g., QEP Program)
THE UNIVERSITY OF GEORGIA
Office of the Chief Information Officer
Enterprise Information Technology Services
Sources
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Provost 5-yr Planning Model
Senior Administration, VP’s, Deans, Department Heads, etal
Budget Hearing Process: 5-yr Plan-to-Annual Request
2007 EITS External Program Review
Faculty/Student Assessment: UGA Strategic Planning Committee
UGA Strategic Plan; national Student satisfaction surveys
SACS Compliance Principle 3.4.12: Technology Use
Stakeholder engagement: Compact Planning
CIO Advisory Cabinet and committee structure
(Academic/Instructional, Research, Public Service/Outreach,
Administrative, Security)
• ITMF (IT Directors for central computing and distributed units)
• UGANet (IT technical staff)
• ACIT (USG; statewide CIO/Executive IT Leadership via ACIT)
THE UNIVERSITY OF GEORGIA
Office of the Chief Information Officer
Enterprise Information Technology Services
Descriptors of Master Planning Concept
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…Comprehensive plan to guide an organization’s long-term
planning and investments, in this case….in guiding long-term
planning, strategic decision-making, and investments for Information
Technology at all levels of the organization based on standards,
policies, shared services, consolidation, etc
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…General information technology ‘use’ plan of a campus and its
affiliate geographic sites focused on future growth, goals, actions,
investments in support of the vision and mission of the institution
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…Synonymous with ‘comprehensive plan’ for decision-making;
high level, holistic, ‘big picture’, futuristic
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…Plan for comprehensive view of institution, i.e., infrastructure,
architecture, networks, systems, applications, labor expenditures, etc
THE UNIVERSITY OF GEORGIA
Office of the Chief Information Officer
Enterprise Information Technology Services
Conceptually: A Master Plan reflects…..
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a Vision that will keep pace with evolving, interactive, studentcentered and collaborative electronic learning environments while
providing seamless access to data, information, and knowledge in an
effort to meet the needs of the University community.
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‘blueprint’ to the UGA Executive leadership, central computing,
residential and non-residential IT units, and the University community
for systematically planning, managing, implementing and staffing
its information technology resources and progressively building the
desired infrastructure to effectively support its mission.
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Over-riding principles that provide the foundation for an ongoing
University-wide information technology planning, investment,
implementation, and management process providing specific
recommendations to promote and enhance each of the principles.
THE UNIVERSITY OF GEORGIA
Office of the Chief Information Officer
Enterprise Information Technology Services
Examples of Principle(s) Statements…
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An effective organizational structure is essential for campus
leadership and management of a rapidly evolving technological
environment
The efficiency and effectiveness of academic and business support
services requires compatibility and integration between technology
systems and applications
Standardization, integration, and consolidation are key to maintaining
a scaleable technology infrastructure maximizing ROI and value
Distance learning and student support at-a-distance are an essential
component of the current and future mission of the University
Adequate financial structures are essential for the implementation of
new technologies and the maintenance of existing technologies (e.g.,
Five-Year Investment Strategies)
THE UNIVERSITY OF GEORGIA
Office of the Chief Information Officer
Enterprise Information Technology Services
cont. examples of Principle(s) Statements
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Excellence in teaching and learning requires access to technology by
all constituents
Training of faculty, staff, and students is essential to take advantage
of technology investments
The deployment of advanced technologies requires fully integrated
voice, video, and data networks
Technology Investment must be linked to Process Improvement, i.e.,
benefit to user community and other stakeholders
Academic, administrative, and business operations require a current,
reliable and secure computing and network environment, and effective
and responsive support systems
Non-baseline technology projects not included in ongoing, reoccurring ‘base’ budget must be fully vetted and funded before they
are initiated
Technology Governance is an organizational imperative
THE UNIVERSITY OF GEORGIA
Office of the Chief Information Officer
Enterprise Information Technology Services
cont. Conceptual Framework components
• Guidelines for the acquisition, management, ongoing use, and
integration of information technology within collective campus
environments, residential and non-residential
• Integrated approach for the use of technology to meet the academic,
research, outreach/public service, student services, and administrative
goals of the public University
THE UNIVERSITY OF GEORGIA
Office of the Chief Information Officer
Enterprise Information Technology Services
A Master Plan…clearly requires a Vision and
Statement of where Information Technology at
the organization/institution will need to be in
support of the mission and strategic priorities of
the institution based on the goals of the institution,
i.e., 2010-2020 Strategic Plan, Senior Leadership
directives, competitive requirements, etc.
THE UNIVERSITY OF GEORGIA
Office of the Chief Information Officer
Enterprise Information Technology Services
Next Steps
• Collect, assess, construct profile of ‘current state’ (e.g.)
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SACS Compliance Certification 3.4.12: Technology Use
Governance/Committee Structure
Cabinet-approved Standards, Policies
Central/distributed organizational structures
• Verify via Senior Leadership UGA ‘strategic direction,
goals, ‘driver’ requirements, 2010-2020
• Develop ‘charge’ to Task Force for drafting UGA
Information Technology Master Plan (i.e., verifying high
level, comprehensive, futuristic approach)
THE UNIVERSITY OF GEORGIA
Office of the Chief Information Officer
Enterprise Information Technology Services
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Establish Task Force focused on draft of UGA Information
Technology Master Plan, August, 2010 (Committee
membership/affiliation examples)
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Committee for Academic/Instruction
Research Computing Advisory Committee
Outreach/Public Service Committee (potential reconfiguration)
Administrative Systems Advisory Committee
UGA Information Security Committee
UGA Extended Campus Committee
ITMF, UGAnet
Chair, CIO Advisory Cabinet
Senior Leadership (e.g., VP, Dean, Assoc Provost, Assoc VP, etc)
SGA representative
Libraries
THE UNIVERSITY OF GEORGIA
Office of the Chief Information Officer
Enterprise Information Technology Services
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Identify Strategic Targets Areas (examples)
• Teaching/learning and social networking spaces required to
accommodate new learning styles and facilitate
connectedness of students to faculty (e.g., SACS Quality
Enhancement Plan)
• Institutional IT Governance Structure: Standards, Policies,
Procedures
• Information Security: Standards; Policies; Procedures; BC; DR
• Next Tier: Research and High Performance Computing; RCC
• Workforce Preparedness/Training/Professional Development
• Workforce Recruitment, Compensation, Retention
• Life-Cycle Management
• Long-term Funding/Investment strategies and/or model(s)
replicable to both Central and Distributed environments
• Shared Services/Consolidated Services (e.g., Centralized
Hosting, Centralized Backup
THE UNIVERSITY OF GEORGIA
Office of the Chief Information Officer
Enterprise Information Technology Services
‘Big Picture’ Deliverables of Master Planning Process
 Review and development of current state of UGA Information
Technology ‘space’ including central and distributed) infrastructure,
architecture, systems, applications and services; governance;
utilization of facilities; recruitment, retention, compensation and
training of staff; labor distribution, and budgeting, fiscal planning and
long-term investment strategies, etc.
• Development of Statement of Purpose to include ’drivers’ and
recommended systematic approach for managing IT resources and
progressively building required infrastructure to support mission.
• Development of Principles to guide drafting of the UGA Information
Technology Master Plan based on identified priority ‘targeted’ areas of
focus
• Identification of ‘targeted’ areas of focus for initial plan
• Task Force, Committee(s), special interest group(s) assignments
THE UNIVERSITY OF GEORGIA
Office of the Chief Information Officer
Enterprise Information Technology Services
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Identify Strategic Targets Areas (examples, ITMF)
• Teaching/learning and social networking spaces required to
accommodate new learning styles and facilitate
connectedness of students to faculty (e.g., SACS Quality
Enhancement Plan)
• Institutional IT Governance Structure: Standards, Policies,
Procedures
• Information Security: Standards; Policies; Procedures; BC; DR
• Next Tier: Research and High Performance Computing; RCC
• Workforce Preparedness/Training/Professional Development
• Workforce Recruitment, Compensation, Retention
• Life-Cycle Management
• Long-term Funding/Investment strategies and/or model(s)
replicable to both Central and Distributed environments
• Shared Services/Consolidated Services (e.g., Centralized
Hosting, Centralized Backup