Information Technology Annual Report

1. Information Technology Annual Report Gary K. Allen UM Vice President-Information Technology MU Chief Information Officer June 17, 2011

2. Information Technology Mission • Deliver information technology services to support administrative processes, teaching and learning, research, patient care, service, and economic development 5a

3. University of Missouri System

4. What do we do? Teaching and Learning Research Support Patient Care Library Support Services Network Services Users Students, Faculty, Staff, Public Systems and Operations Customer Services Applications Telecom Information Security 5b

5. What is UM Information Technology? • Organizational units • UM/MU • Division of IT • Library Systems Office – moved to campus libraries in FY11 • MOBIUS – transitioned to 501(c)(3) entity in FY11 • MOREnet – developed new business model in FY11 • UMHC – including collaborations with Tiger Institute • Missouri S&T • UMKC • UMSL 5c

6. MOREnet State Funding

7. MOREnet – Budget

8. Impact of MOREnet Defunding • Internet connectivity required for education and research missions is no longer funded by the state • Public K-12 member rates increased 36% - 414% (average = 158%) • Public higher education member rates increased 0% - 204% (average = 53%) • Eliminated 10 staff positions supporting processes that were recently automated; eliminated vacant positions from key service delivery areas • Eliminated contribution to capital equipment replacement fund, deferring network upgrades and maintenance

9. MOREnet Fees to K-12 Connectors

10. MOREnet – Member Organizations *projected

11. MOREnet – Bandwidth Consumption Aggregate bandwidth (Gb) projected

13. Phase 1 - Benchmarking • Comprehensive benchmarking study led by Accenture using Hackett methodology • Over 250 staff engaged system wide over the last 6 months to benchmark administrative activities in HR, Finance, IT and Procurement • Timeframe – April through September, 2010

14. Benchmarking - General Observations • Many processes are operating at a lean per-unit cost, some offer opportunities for completing more efficiently • Often per-unit costs were excellent but policy and processing expectations cause a larger number of transactions • Manual processing sometimes retained when policies or technology do not require it • Transactions staffed fractionally – lots of generalists classified as clerical throughout the organization • Technology implemented with higher priorities than “delighting the end user” (e.g. control activities)

15. Phase 2 - Operational Excellence Initiative (OEI) • Developed out of shared services concepts and benchmarking results • Capitalize on shared services characteristics to gain efficiencies and effectiveness across non-mission activities allowing: • Greater investment in core mission activities • Opportunity to partner with other higher education institutions

16. Operational Excellence Initiative (OEI) • Adopted TQM/change management framework in context of shared services characteristics: • Leverage a guiding set of principles around which past and new implementations will be evaluated • Formally mapping processes and evaluating each step for process and policy improvements and efficiencies • Develop metrics and SLAs to measure the success of improvement efforts • Partner with departments/divisions to get the most out of the new process and aggregate transactions

17. Progress on Priority Initiatives • Travel and expense • Go-live in July, 2011 • Student e-Learning portal slated for go-live in July, 2011 (in time for use in Fall, 2011) • Hyperion budget and planning/commitment accounting • Go-live this fall for budgeting for FY13; CA to follow

18. Progress on Priority Initiatives (cont’d) • PS human capital management (HR) upgrade • Go-live in July, 2011 • Network architectural review – underway • State-wide procurement strategic shared services investigation – feasibility study to be completed July, 2011

19. Progress on Priority Initiatives (cont’d) • Vendor payment audit • Internal auditors (PwC) performed audit in April-May • Auditors presently evaluating AP data; results expected by the end of the month • Procure to pay • Project kick-off in August, 2011

20. Progress on Priority Initiatives (cont’d) • Electronic personnel action processing • On hold pending HR 9.1 upgrade in July, 2011 • Time and labor evaluation • On hold pending HR 9.1 upgrade in July, 2011 • Enterprise portal • Student e-Learning portal slated for July, 2011 • Administrative Portal – to leverage “lessons learned” with e-Learning portal - under discussion

21. Selected other UM-wide IT Collaborations • Information security policies and procedures • Information technology and telecom purchasing • New policy (BPM 1204) completed this year • Managing vendors and renegotiating contracts • $2.6M in savings in FY11 for storage/servers above contracts • ~$1M savings over next 4 years in software licenses for Oracle/PS • UM-wide email upgrade – go-live in Fall, 2011 • Larger quotas, records management capabilities 5e

22. Selected other UM-wide IT Collaborations • Teaching, Learning, Research • Digital asset management system supporting instruction – implementation underway • Enhancement of UMBC HPC capability • Continued development of federated identity management for cross-institutional collaborations

23. Major Initiatives • OEI approach to all projects • Streamlining unnecessarily redundant services • Enhanced support for research and teaching • Enhancement of reporting capabilities • Mobility • Disaster recovery and business continuity • Security, compliance, risk mitigation • Demand management 5t