1. Office of the Chief Information Officer The University of Georgia Dr. Barbara A. White Chief Information Officer and Associate Provost barbwhit@uga.edu www.eits.uga.edu/cio

2. Did you know:  UGA email processes estimated 1.4 million email messages per day with estimated 800,000 unsolicited and/or SPAM  There are 64,500 batch jobs processed each month on the IBM mainframe  There are estimated 32,000 devices (e.g., computers, printers) on the campus network not counting wireless;  There are 500 wireless access points with 300 in PAWS network supporting estimated 3,000 wireless devices  Monthly transactions on the IBM mainframe average 6.6 million not including drop/add; during drop/add, 10 million  WebCT course management system used for 5,600 courses  Average number of web pages on main web server estimated at 645,000; over 800 uga.edu domain web sites  MyUGA reflects estimated 39,000 logins per day

4. -Drivers of UGA Change-  UGA Mission/Goals  American Higher Education’s ‘three’ Revolutions  UGA Strategic Plan 2000-2010  UGA Strategic Directions  Five-year Program Planning Process/Provost  UGA student body (70% applied online in ’04 with 99% providing email address)  UGA Accreditation 2008  UGA Information Technology audits  Board of Regents requirements

5. Experience/lessons learned... change” is like squeezing jello…the harder you squeeze the less you have…. …positive change requires stability …culture is profoundly important; leadership must focus on the levers within the culture …alignment of Information Technology leadership, funding, staffing and support within an organization is critical Bottom-line…organization will need to think like a business and manage as an enterprise in order to influence information technology as an enabler of change

6. 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)

7. Campus Expectations/Requirements (e.g.) High performance computing/parallel computing Creation of single data repository/warehouse; official University data integration based on enterprise model Comprehensive security planning, contingency and disaster recovery plan Plan for upgrade/updating campus legacy systems Support for Public Service and Outreach systems and services state-wide, and through international educ Responsive, reliable, service-oriented central computing organization and leadership

8. Challenges (examples)  Absence of enterprise-wide comprehensive business model for life cycle replacement, upgrade, management, and staffing of University core IT infrastructure, systems and services  Stove pipe/silo approach to access, data management, and data availability; issues of who ‘own’ data  Absence of comprehensive university-wide standards and policies for minimizing risk to core networks, systems and applications

9. Approaching challenges? Clear articulation and/or understanding of campus information technology core systems, services and support (web site) Alignment of CIO/EITS organizational structure with information technology core systems and services, and campus IT units Campus planning processes/procedures (e.g., 5-yr plan; strategic planning; fiscal business model) IT Governance/Advisory Structures

10. 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 UGA Information Technology Core Systems and Services

11. Simplify the planning… 1)Break complexity into smaller pieces which become initiatives 2) Create strategies based on, but not limited to: -Defined goals and both short/long-term objectives -SWOT analysis -Scenario Planning -Specific actions, timetable, milestones, deliverables

12. …Compact Planning relates the unit’s long-term goals and aspirations to a specific, annual action agenda identified as an initiative(s). For each initiative, there are strategies and specific measures for defining progress; necessary resources are also included.

13. Types of Initiatives…  contributing to achievement of university goals (e.g., diversity, partnerships, global economy)  contributing to ‘student learning in a technology-rich environment’  contributing to achievement of unit-specific goals  supporting established targets for growth, recruitment, retention, increased research funding, etc

14. Performance metrics = quantitative gains:  Alignment with organizational mission  Quality of product  Timely delivery  Cost reduction and/or avoidance  Cycle time reduction  Customer satisfaction  Meeting organization requirements (e.g., fiscal reporting)  Meeting commitments

15. EMT CIO UGA-IT Advisory Council (16-18) Research Computing Acad/Instructional Public Serv/Outreach. Administrative Computing CAITUGANetITMF Security Advisory Council ID Management Task Force IT Audit Committees

16. So…. UGA IT focus… UGA Enterprise plan for Data Management (e.g., Business Process Analysis/data integration best practices; FIRST, data warehouse concept) Integrity/security/reliability of UGA data network UGA core data/voice infrastructure…(e.g., high speed computing/computational computing capacity) IBM upgrade; Research Computing Cntr; National Lambda Light Rail; VoIP)

17. cont. focus Comprehensive, cost recovery Information Technology Business Model (revenue-generation; depreciation; etc) UGA Information Technology Alignment…(e.g., IT governance, campus-wide staffing; CIO role/scope) Statewide interface (e.g., Bd of Regents/OIIT; CIO’s; GTA; Southern Light Rail) Comprehensive strategic planning/blueprint for future information technology connectivity, functionality, systems and services