“…in a world where no individual can possibly have all the answers, it is the inclusive organization that excels!”

Frances Hesselbein, 1996

President/CEO of the Drucker Foundation

USG Chancellor observations:

“…If we are indeed a system --- why are some institutions performing at a higher level of quality? Why is there such unevenness in our system?...

…One answer may be that if there is a variance in our operations, then it suggests that we have not established a strong sense of common purpose or a mechanism that either encourages or rewards teamwork…..this suggests that we have a System in which the individual institutions focus on internal needs and institutional ambitions…”

cont.

“…We need a stronger sense of System engagement -- and our strategic plan must be the vehicle to drive this.

Institutional goals and aspirations must be driven by System goals, not local ambitions. So the plan must establish our focus and outline the context in which we will manage the system…”

and…

“re: Accountability…the key in the decision-making process…means that if you are the individual being held accountable, then you earn the right to make the decision.”

“...What I have found interesting on my campus tours is the degree to which people are computing an entitlement to funding…This is an institutional view… I do not recognize any entitlement… Our budgets must become strategy-implementing documents…”

also….

If something is a key strategic priority, then we need to put the first dollars there. The process must be that those things that we deem to be strategic priorities get the first dollars -- not the last or just the new increment….

…There will not be a culture of dollars disappearing into an institution’s base budget. The idea that when you get dollars, it is forever, must also end.

QUESTIONS: What is the impact of Chancellor comments to the planning, decision-making, management, and implementation of UGA information technology core, and/or decentralized IT environment? What must be clearly understood and articulated? On what are these actions based?

RESPONSE: Whom do you serve and what do they want to

do? (customers/clients/organization…big picture)

What are the core systems, services, and support provided? (CORE systems, services, support)

How do we know we are doing a good job? (metrics)

What is the best way to provide the services (processes What is the best way to organize? (alignment)

Related EntitiesOffice of CIO/

Assoc Provost

CompactPlanning

Provost5 yrPlan

EMT

Bd ofRegents

Chancellor

Faculty Gov

ITAC Cabinet

ITAC AdvisoryCouncil

Business/IndustryStandards— Best

Practices

Federal/StateLegislation

Deans, VP’s, Assoc VP’s/

Provosts SLR Advisory Council

EITS

Research

Administrative

Acad/Instruct

Outreach/Public Serv

Security

UgaNet

ITMF

ACIT

USGAuditor

UGAAuditor

State ofGeorgiaAuditor

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

Performance metrics should provide:

Customer satisfaction Organizational performance Workforce excellence… with key elements

addressing:

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

…for UGA…

Provost 5-yr Plan/ Compact Planning:

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

UGA Goals

Provost 5-yrProgramPlanning

Office of CIOCompact

Planning Process& 5-Yr Plan

Client Services

Network & Operations

Decision-Support and Planning

Research Computing

Information Tech.Security

Communications,PR and Marketing

Building theNew Learning’Environment

ResearchInvestment

Competing in aGlobal

Economy

Promote adminunits

Tied to budget process

Resource allocationOver longer period

5 yr

Performance measures,progress

Administrative Systems and

Planning

Strat. Plan, Governance

Bus Operations/Admin

Infrastruct/Support

Instructional Computing

Research Computing

Customer Support

Info Tech & Data Security

Outreach & Partnerships

Business Office

Licensing/Contracts

Premise…..”Good to Great”!

…the book Good to Great by Jim Collins focuses on the factors critical in such a transition beginning with leadership, followed by the strategies necessary in leadership to move the organization forward. Included, but not limited to these strategies are:

Understanding the institution’s potential; Decision-making; Development and growth potential; Entrepreneurship in a culture of discipline; and Use of technology as an ‘accelerator’ of momentumAlignment of the parts

…Transforming Information Technology at UGA:

Office of the CIO and EITS…. Becoming a 21st Century Customer and Performance Driven Organization

“True North”…

• Vision

The vision is to return the University of Georgia to the role of state and national leader in information technology, and to be recognized as the first source of knowledge and expertise in the area of Information Technology standards, best practices, applications, etc.

Attributes

a) demonstrated leadership,

b) level of expertise,

c) next generation exploration of systems and applications advancing connectivity, and

d) expanded functionality, and customer service.

• Mission

Commitment to the mission of UGA as a land-and-sea-grant institution where academics come first and the research extensive university community encourages research efforts at the undergraduate and graduate levels.

To that end, through the direction of the University's Chief Information Officer, EITS endeavors to provide a robust, reliable, and secure information technology infrastructure, maintain essential production services, and offer world-class support.

• Core Values

– Excellence in Customer Service – People are organization’s Greatest Asset – Demonstration of a Winning Attitude – Teamwork and Communication – Honesty and integrity – Efficiency, effectiveness, and Accountability– Continuous Improvement

CIO/EITS Planning, Performance, and Improvement

www.eits.uga.edu/planningCycle/

VisionMission

Core

Strategic Tactical Operational

5 Year and Compact Planning

Campus AdvisoryStructure

BalancedScorecard

IT Leadership

RiskManagement

BudgetOrganizational

Structure

PortfolioManagement

ProjectManagement

StandardProcesses &

Documentation

InternalServiceDelivery

Performance &Quality Assurance

AssessmentImprovement &

Compliance

Resource alignmentand allocation

Execution, measurementand assessment

High Level Goals

Transforming for Efficiency, Effectiveness, and Accountability

Strategic: Balanced Scorecard

Operational: Document and Flowchart Key Processes

Tactical: New Organizational Structure

• To Achieve:– Efficiency

– Effectiveness

– Accountability

• Based upon:– CIO Executive Alliance

– Higher Education

– Industry Best Practice

Office of the CIOAssoc Provost

CISO—Compliance, Risk Mgt, Regulatory, Incident Response, Security Policies, Chair of Security Committee, Institutional DRP,Liaison with UGA Emergency Preparedness

Research Computing Center (RCC)SLR/NLR; Research Computing Committee

Development &Fund Raising

Student Liaison

Speech Writer/Presentations/Updates

Senior Assoc CIO

Communications & Public Relations

Planning, Decision Support, &Quality Assurance

Resource Management

Compact PlanningCIO/EITS 5 Year PlanPortfolio Management SLA/MOU Management

Metrics/Dashboard

Business OfficeStandardized Business Processes

Quality Assurance Standards and Compliance

EITS Project Management and PM Standards

Training

Assoc CIO Application Development

& Integration

Assoc CIOCustomer Service, Infrastructure,

& Operations

Emerging Technology R&DCoordination of organizational teams

ADI Project Mgt &Quality Assurance

Implementation

Customer Service

ResearchComputing

Operations &InfrastructureSystems &

ApplicationIntegration

Campus ERPInitiatives Liaison

CRM MSD

Tier 1 Support

CITP (DSS)

Sys Provisioning & Maint.

Network Dev/Operations

Data Center Operations

ISS

Security Operations

High Perf ComputingGrid Computing

High Speed Network Applications

Research Databases

SLR/NLR/RCCLiaison

Information Technology Advisory Council

UGA Data Mgt/IntegrationEnterprise Platform Initiative

External Relations/Bd of RegentsState, Regional, National

ApplicationDevelopment

AISProgramming

CITP (ASG)Programming

DBA Applications

ASSETS

SATE

DesktopSecurity

EITS DRP

SOC

Tier 2 Support

NOV: Directors work with unit leadership to develop staffing/transition plan

JAN 1st 90%+ in placeJUL 1st 100% in place

Telephone ServComputer Labs

Budget DevelopmentInventory Management

Questions?