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UGA/EITS Finance and Business Services Briefing Management Advisory Board

UGA/EITS Finance and Business Services Briefing Management Advisory Board. April 15, 2008. Briefing Goals. UGA IT Funding Needs Accounting Challenge EITS Financial/Operational History Aligning Business Needs Finance and Business Services (FBS) Observations Collaboration Next Steps.

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UGA/EITS Finance and Business Services Briefing Management Advisory Board

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  1. UGA/EITS Finance and Business Services BriefingManagement Advisory Board April 15, 2008

  2. Briefing Goals • UGA • IT Funding Needs • Accounting Challenge • EITS • Financial/Operational History • Aligning Business Needs • Finance and Business Services (FBS) • Observations • Collaboration • Next Steps

  3. UGA • IT Funding Needs/Models • 8 Strategic Core Areas (includes 60+ Services) • Compact Planning • Connectivity • Research Computing Center • Student Technology Fee • Important Efforts (e.g. Central Hosting, Student System) • CITP/ASG/MSD/Tech Services • Comprehensive Sustainable Funding Model

  4. UGA (continued) • Accounting Challenges • Concerns: UGA Expenditure Profile vs. Peers/Aspirants • National Association of College & University Business Officers • NACUBO is the business managers’ EDUCAUSE • Evolution of IT expense tracking • Chris Miller/Chad Cleveland - FY08 College/Unit visits • EITS Impact • IT can now be more than Academic, Institutional or Student Support • New: Instruction, Operation & Maintenance of Plant, and Research • Revised/Additional Accounts needed to place expenses in these standardized functions (purpose).

  5. EITS • Financial/Operational History • 55 different accounts/7 department codes: organizational logic? • Various decentralized, pre-merge, post-merge accounts • Centralized Projects Budgeting Model (GT013) • Other centrally controlled accounts (e.g. STF) • Small, formulaic, divisional operating budgets • Aligning Business Needs • Management and budgets should align Service goals. • Operational budgets should support Service goals. • Accounts should serve to classify EITS business areas • Accounts should meet UGA planning and reporting requirements

  6. Finance and Business Services (FBS) • Observations • Significant changes over time (systems, staffing, volume) • Many parallels to IT evolution (merge, centralization, cost recovery services expansion) • UGA central offices limitations • Need Ownership of Processes (Purchasing, HR, Accounting, Maintenance Renewals, Billing, etc.) • Evolving staffing and service delivery model needed • Collaboration • Must involve FBS clients • Shared Responsibility and Cooperation • Meet competing priorities together

  7. Next Steps • Account Restructuring • Blend needs of EITS history, EITS management, UGA/NACUBO • Work with Directors/Senior Leadership to meet their needs going forward. • Continue to use Projects and Cost Centers for “internal” accounting; expand to include Services • FBS Service Delivery • Align staff with processes (leverage Six Sigma tools) • Engage EITS customers (Directors, MAB, SAB, etc.) • Use ITP&DS to facilitate and document • Sustainable Funding Model • Distill EITS “Services” to a manageable level for costing • Begin to move from Project funding to Services funding • Develop options for UGA consideration

  8. Wrap-up Briefing Goals met? • UGA • IT Funding Needs • Accounting Challenge • EITS • Financial/Operational History • Aligning Business Needs • Finance and Business Services (FBS) • Observations • Collaboration • Next Steps Questions?

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