improving it governance in higher education
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Improving IT Governance in Higher Education. Jack McCredie UC Berkeley, Emeritus & ECAR. EDUCAUSE 2006 Current IT Issues Survey (overall results). Security & identity management (5) Funding (1) Administrative/ERP/ systems (2) Disaster recovery/Business continuity - PowerPoint PPT PresentationTRANSCRIPT
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Improving IT Governance in Higher Education
Jack McCredie
UC Berkeley, Emeritus & ECAR
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EDUCAUSE 2006 Current IT IssuesSurvey (overall results)
• Security & identity management (5)• Funding (1)• Administrative/ERP/ systems (2)• Disaster recovery/Business continuity• Faculty development, support, training• Infrastructure management• Strategic planning (3)• Governance, organization & leadership (4)• E-learning/distributed teaching & learning• Web systems & services
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Security & Identity Mgmt
Year
Rel
ati
ve
Imp
ort
an
ce
2005
Funding IT
Security& Identity MgmtAdmin/ERP Systems
Strategic Planning
Infrastructure Mgmt
2003
Funding IT
Admin/ERP Systems
Infrastructure Mgmt
Faculty Dev,Support & Training
Security & Identity Mgmt;
2002
Admin/ERP Systems
Funding IT
Faculty Dev,Support & Training
Strategic Planning
2001
Admin/ERP Systems
Funding IT
Faculty Dev,Support & Training
IT Staffing/HR Mgmt
Distance Education
2000
Funding IT
Faculty Dev,Support & Training
Distance Education
E-Learning Environments
Admin/ERP Systems
2004
Funding IT
Admin/ERP Systems
Security & Identity Mgmt
Strategic Planning
Faculty Dev,Support & Training
EDUCAUSE Critical IT Issues Surveys2000–2005
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Jack’s Top IT Opportunities, Issues & Challenges - 2006
Security & privacy Re-invent central IT organizations Transform teaching & learning
environments Governance & Structure
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Defining Governance
“The structure and process of authoritative decision making across issues that are significant for external as well as internal stakeholders within a university.”
ASHE-ERIC Higher Education Report, Governance in the Twenty-First-Century University, Vol. 30, No. 1, 2003
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Defining Governance (cont)
Who makes which decisions, who provides inputs and analyzes the issues, who implements the results of the decisions, and who settles disputes when there is no clear consensus.
Producing timely decisions, responsible actions, and reasonable results.
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Focus on Research Intensive Universities EDUCAUSE Core Data Survey – 2005 (121)
Central IT staff as % of total campus
Title of VP or CIO Where IT reports Sits on cabinet Campus plan – IT Stand alone IT plan Input from trustees Input from cabinet
49% (m=429 total)
76%
59% Pres/provost
54% Yes
74% Yes
76% Yes
26% Yes
54% Yes
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Baccalaureate Degree Granting EDUCAUSE Core Data Survey – 2005 (176)
Central IT staff as % of total campus
Title of VP or CIO Where IT reports Sits on cabinet Campus plan – IT Stand alone IT plan Input from trustees Input from cabinet
88% (m=22 total)
38%
64% Pres/provost
41% Yes
80% Yes
57% Yes
27% Yes
65% Yes
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Question
How do most colleges and universities govern the large and rapidly evolving set of information technology (IT) activities and initiatives that take place on their campuses?
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Characteristics of IT Structures in Many Research Universities
Independent research projects Departmental computing organizations Colleges and professional schools Campuswide organizations Systemwide coordination National and regional networking
organizations Complex committee structures Distributed budgetary process
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Questions for you
If IT governance is an issue on your campus, what are some of the most prevalent symptoms of this problem?
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Questions for you
What percentage of your campus community understands the IT governance structure on your campus?
Do the campus leaders understand it?
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Symptoms of Governance Problems
Lack of understanding of how governance works
Significant gaps and overlaps IT security breakdowns Low measures of IT effectiveness Ineffective involvement of faculty Decisions take forever Lack of alignment
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UCB Admin/StaffUCB Faculty
AcademicSenate
COMPCAPRALibrary
Dept Chairs
Chancellor and EVC
e-BerkeleySteering Committee
Dept IT Staff ITAC
IS&T
Vice-Provost
UndergradEducation
ETC
ETS
CNS
Scholar's Workstation
CCSDisasterPlanning
UC Senate ITTP
Supervises:
Sends Representative to:
Fall 2004 Academic Senate Committee on Computing - View of IT Decision Making at UC Berkeley
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Some Illustrative Measures from theCommon Solutions Group – (25 R1s)
IT governance process well understood
Faculty members are actively involved
IT governance process is effective
Department IT priorities are aligned with institutional priorities
3.5 (out of 7)
4.5
4.4
4.6
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Weill & Ross Governance Model
Key Issues for each IT Decision Area IT Principles IT Architecture IT Infrastructure Strategies Customer Application Needs IT Investment and Prioritization
Source: MIT Sloan Management Review – Winter 2005
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Weill & Ross Governance Model
Six IT Governance Archetypes Business Monarchy IT Monarchy Federal System IT Duopoly Feudal System Anarchy
Source: MIT Sloan Management Review – Winter 2005
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Question
Could your college or university save significant money if leaders could enforce important IT standards throughout the campus?
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Question
Could you improve services by coordinating IT personnel throughout the campus? What about the quality of your IT personnel?
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Case Study – University of California, Berkeley
Strategic planning process Focus today on governance http://technology.berkeley.edu
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“We do not have enough budget to do the job correctly, but somehow we scrounge the resources to do it multiple times in half-baked ways.”
Anonymous Berkeley observer - 2003
UC Berkeley Background circa 2003
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IT guiding principles for UC Berkeley
Competing information technology needs must be carefully evaluated and information technology decision makers must balance:
Innovation vs. Stability/reliability Standardization vs. Autonomy/experimentation
Accessibility vs. Security/privacy Consensus vs. Efficiency in decision making Centralized services vs. Distributed services
Proprietary vs. Open source
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Guiding Principles (cont)
Support for teaching and research Integration and inclusion Security and reliability Ubiquity Ease of use Alignment Information technology excellence
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We worked with each area toanswer these questions:
What are the trends in this area?
What are the implications of each trend for UC Berkeley?
What are the specific implications for IT?
And to Develop specific goals & IT plan
1. Teaching &learning
Six Critical Campuswide IT Issues
3. Studentexperience
2. Research
IT support of these 3 areas:
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Structure: Relationships among the parts
Governance: Decision-making process
Funding: The flow of, and path to, money
Six Critical Campuswide IT IssuesIT support of these areas…
4. Security, reliability, access, privacy
5. IT structure, governance, funding
6. Optimization of IT expertise
… and across-the-board improvements in:
1. Teaching &learning
3. Studentexperience
2. Research
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IT Structure, Governance, and Funding
Step 1: Self Study Step 2: IT External/Internal Review
Committee
Step 3: Recommendations
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Step 1: Self Study – five key findings
1. The IT investment process is disconnected from the campus funding and budgeting process.
2. A "silo-specific" and incremental budgeting approach is applied to central administrative systems.
3. The CIO does not manage (or necessarily know about) two-thirds or more of the IT activity on campus.
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Step 1: Five key findings (cont)
4. Central administrative roles are unclear with respect to instructional computing, research computing, and campus IT services.
5. There is no mechanism to encourage IT managers to migrate toward "best practices" or to provide basic levels of service.
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Step 2: Best practices Structure(As identified by review committee)
1. Achieve better partnership and coordination between central and localIT units
2. Clarify and enable the position of Chief Information Officer (CIO)
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Step 2: Best practicesGovernance(As identified by review committee)
3. Clarify IT decision making roles and responsibilities of campus leaders
4. Distinguish central issues fromlocal issues
5. Simplify committee structure and give clear and needed roles
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Step 2: Best practicesFunding(As identified by review committee)
6. Connect analysis and decisions to the budgeting process
7. Rationalize funding and enabling of both instructional and research computing
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Question
Should the campus CIO also manage the central IT operations unit? What conflicts are inherent in such a structure?
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Step 3: Final Recommendations
1. The CIO function needs to be strengthened, defined more clearly and differentiated from the function of running IS&T.
2. The CIO should be involved in formulating all campus-level IT budget requests.
3. Etc., etc.
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Question
Why do IT governance practices in higher education differ so much from best practices in successful corporations?