IT at UVM

Martha Cafferky

IT ad hoc committee, Aug. 1997

1) How should UVM institute IT leadership?

UVM needs to be a community that can rely on IT services. A CIO would be ultimately responsible for building a successful organizational structure. I think such a position should be accountable to the entire campus. Depending on the organizational structure UVM develops, the reporting relationship could be to the President as an Executive Assistant or a Vice-Provost, VP for IT. Clearly, advisory groups and strong relationships and linkages are necessary to make this happen. Administrative and Academic computing should be combined and renamed something that reflects the infrastructure support necessary to support these missions. Client services would be broken out into two groups with strong communication. One group would serve the teaching and research missions (Academic Service Centers). The other would support business services (Business Sevice Centers) across all units on campus. I see there being 3 or so academic support service units and 3 or so business support services centers. Each of these centers would be responsible for more than IT support, but would include at least one expert to meet IT needs.

There would be no VP for Administration rather she would be a Vice Provost for Administration. The Vice Provost for IT would work closely with the other Vice-Provost, the Provost and the President to facilitate the use of information in the success of the "learning community"

2) How should UVM budget for IT?

The President and Provost make the ultimate budgetary decisions, however the "Vice Provosts" work collaboratively to make decisions that are best for the entire institution. The close working relationship of these 5 people facilitates priority setting, ending the "end runs" and presents a "united front" to the campus.

I believe the funding allocation is less important than the strategic and organizational communication mechanisms for campus wide debate and adherence. I do believe that we should centralize IT support. "Budget hearings" resemble town meetings on broad topics more than they do the "behind closed doors state your case" meeting of the recent past.

Possible budgeting techniques to increase the availability of funds include the following:

• University Advancement targets technology donors.
• Develop public and private cost sharing partnership (e.g. IBM, Microsoft, others).
• Fee for Service
• Taxing units for services provided outside of the normal expected service levels as designed by the campus community.
• Central investment in positions, training, system infrastructure which support the vision of collaboration and learning.

3) To what extent should UVM adopt standard IT solutions?

Configurations that best meet the needs of the client that also meet the basic UVM requirements. UVM desktop requirement might encompass the network protocol, ability to run (well) the standard applications. The Business service centers and the academic service centers would develop these standard capability lists. Special permission and review of non-compliant desktops would be required in MOU format with support needs and solutions negotiated and appropriately funded. Research requiring very different computers to the standard academic configuration might pay for "fee for service" support or hire outside. All computers outside of the standard would pay a tax for this choice. The Standard desktop configuration would be used by a least 80% of the campus with this target moving upwards over time. People would register there software, hardware configurations through a web based application. There would be an incentive to do this. (Free software, access or something).

The entire campus community would be involved in developing the wish list and the organization of management and advisors would debate it reach consensus or not, regardless all players would live with the decisions of leadership.

4) How do we ensure that UVM students, faculty and staff have the necessary IT skills to achieve their goals?

Academic and Business service centers provide "Just in Time" training and support. Training and Development coordinates Teaching/Research Tracks and Administrative tracks in which participation and achievement would be rewarded. For example and extra .5 % increase in salary upon successful completion. Competency is rewarded, apathy and resistance is not.

IT becomes a part of life on campus, integral to how we achieve the university mission and vision. It supports the curriculum and communication among similar disciplines.

Martha Cafferky	The University of Vermont
FAB Information Systems Manager	Financial Analysis and Budgeting
(802) 656-8287	357 Waterman Bldg
	S. Prospect St.
Martha.Cafferky@uvm.edu	Burlington, VT 05405