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IT Management in Support of the Institutional Agenda

This article discusses the role of CIOs in supporting the institutional agenda in the field of IT management, including the challenges of funding and resource allocation. It highlights the importance of collaboration, synergy, marketing, and branding in achieving shared goals.

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IT Management in Support of the Institutional Agenda

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  1. DE IT Managementin Support of theInstitutional Agenda David J. Ernst Jeremiah J. Hanley Jonathan R. Rood

  2. DE Introduction • Demographics and Organization • CSU= 23 campuses, 370K students, 40K faculty and staff • Campus CIO/CTOs reporting locally plus system CIO • Campus CIOs sit as Info Tech Advisory Cmte (ITAC) • In process of defining roles--individually and as a group • Natural tension between campuses and system office • Varying levels of CIO authority and status on campus • Began with dialog about how to acquire more IT resources • What can we get • Concluded with statement of shared commitment to service • What can we give • This is about how today’s CIO can make a difference

  3. DE So, To Begin at the End • CIOs explicitly commit themselves in writing to furthering the institutional agenda by (among other things): • Transitioning from the era of technology acquisition and installation to one of technology use and integration • Proactively working to help senior management utilize technology as one of their key strategic tools • Involving themselves in important campus policy and decision making processes not specifically in the IT arena • Earning a reputation for utilizing best practices in the use and application of technology to support core mission

  4. DE Where Have We Been? • 8 years in planning and implementing an IT framework • Executive and Stakeholder Buy-in • The Integrated Technology Strategy • ITS outcomes aligned with CSU goals • Underpinned by infrastructure • Initiatives map to outcomes

  5. ITS Goals Excellence in Learning and Teaching Quality of the Student Experience Administrative Quality and Productivity Personal Productivity DE

  6. DE Why is this Important? • The ITS goals and the major initiatives continue to guide the CSU’s technology investments. • Not technology for the sake of technology, but based on achieving institutional objectives • Plan has driven: • $300M infrastructure • $400M ERP project • $100M in academic technology • So, what about the CIOs?

  7. JH When Did We Notice a Problem? • Competing Priorities. • Became increasingly difficult to find the resources for all of the ITS initiatives, as well as individual campus imperatives.

  8. JH So, What’s the Problem? • Funding, obviously! • CIOs just didn’t have enough resources to make everyone happy and • NO ONE LISTENS TO US!

  9. NOT QUITE! JH

  10. JH The Real Story • No one ever has enough resources. • There is competition for scarce – and getting scarcer – resources in California. • Student fees to fund technology are politically untenable.

  11. JH What Is the Funding Situation? • More $$$ being spent on IT than ever before. • $250M for capital investment in infrastructure. • Ongoing support for network electronics. • $400M for ERP. • Increased Academic Tech Budget.

  12. JH So, What’s the REAL Problem? • How do we make the best use of the resources we have and, therefore, • HOW DO 23 CIOs work together to: • Support individual campus. • Show colleagues the importance of IT to their own jobs. • Work together to get the most out of being a system.

  13. JR Thoughts, Words and Deeds • Engaged in a lengthy process of drafting position papers. • Extensive useful process. • WHY? Evolution of thinking. • Awareness of the importance of measurements!

  14. JR Synergy Interaction of two or more agents so that the combined effect is greater than the sum of their individual effects. • Finding a common focus, • What about campus autonomy? • How individual CIOs sell the concept on campus? • Would campus colleagues accept CIO/System solutions or opt for local autonomy? • Focus on economy, efficiency, and security.

  15. JR Marketing and Branding • What is a System, Campus or College “brand”? • How do we define current systems and gain acceptance for change? • Competing or complementing - choosing the right “brand”

  16. JR Process... Progress...Penultimate Plan • Willingness to rework document – Process, Process, Process, • Finding value, • Agree to agree and, • Agree to be Accountable, • Get Executive Buy-In, • Focus on core competencies.

  17. JH What will the CIOs Do? • HIGHLIGHTS: • Provide responsive, innovative and visionary IT systems & services. • Establish IT as the critical academic and admin support resource. • Lead collaborative and cooperative systemwide initiatives where it makes sense.

  18. JH What Will the CIOs Do? (Continued) • Advocate that both campus and systemwide initiatives are necessary. • Leverage the size, scope and diversity of the system. • Conduct business in accordance with recognized guidelines and standards

  19. JH What Will the CIOs Do? • Demonstrate that investments in IT are essential to learning and teaching in the 21st century. • Ensure proper policies and procedures are in place • Use IT tools for institutional decision making. • Implement the IT Strategy.

  20. JR Collegiality at the Campus • Every CIO will: • Insure that the campus planning and review process includes faculty development, instructional support, library and media services, academic computing, research and distance education. • Address comprehensively software, hardware, networks, training, facilities staffing and emerging needs.

  21. At the system level, the ITAC will liaise with VPs for Academic Affairs and other pertinent advisory bodies. Commits to discuss new initiatives and problems with the ITAC. CIO’s plan and seek appropriate campus resources to find and fund common systemic solutions. JR Strategic Planning - Matching Resources with Initiatives

  22. JR Communication Collaboration Creativity • Keep the campuses Executive Cabinet fully informed about campus and system IT issues and activities. • Collaborate with campus and system leadership. • Insure that IT investments are aligned with the core mission of the campus and system.

  23. DE Process for Success • Get approval of Executive Council • Meet with President to Determine Campus Outcomes • Review campus outcomes with ITAC team (1 page per campus) • Implement • Provide Progress to Executive Council

  24. DE Process for Success • Continue implementation. • Meet again with President to review. • ITAC selects Campus Best Practices for discussion at Executive Council. • Determine Year 2 outcomes.

  25. JR Metrics, Assessment, & Feedback Prologue to Success • Increased understanding of the critical role of IT plays in core mission: Teaching/Learning, Research and Service outcomes • IT considerations incorporated into strategic campus decision process. • Resources targeted to address IT role. • ITAC the utility in ongoing programmatic IT life-cycle provisioning.

  26. HOW TO REACH US • dernst@calstate.edu • jhanley@calpoly.edu • jrood@sfsu.edu • http://its.calstate.edu

  27. Questions? Answers?

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