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Flat Lining Technology Flat Lining Technology InvestmentInvestment

Peter SaxenaPeter SaxenaCIO, Roberts Wesleyan College, Rochester NYCIO, Roberts Wesleyan College, Rochester NY

Saxenap@roberts.eduSaxenap@roberts.edu

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Flat LiningFlat Lining

Predictable IT BudgetsPredictable IT Budgets

Stability in IT InvestmentStability in IT Investment

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Flat LiningFlat Lining

Positive pressure to create good Positive pressure to create good management practices management practices

andand

To continually depend on To continually depend on innovation and best practicesinnovation and best practices

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Flat LiningFlat Lining

Creates a need for IT, Academic Creates a need for IT, Academic and Administrative leaders to and Administrative leaders to work togetherwork together

Decisions are based on Decisions are based on Institutional Priority versus Institutional Priority versus Individual priorityIndividual priority

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Flat LiningFlat Lining

Creates a need for institutional Creates a need for institutional “appropriate assessment” of technology “appropriate assessment” of technology in educationin education

Technology is not lacking in its value to Technology is not lacking in its value to education, education is lagging in its education, education is lagging in its assessment of technology to education. assessment of technology to education.

- Educause publication on assessment- Educause publication on assessment

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HE Leaders’ Goals are:HE Leaders’ Goals are:

1.1. Create and support Evolutionary Create and support Evolutionary Growth in the use of technology Growth in the use of technology on the campus (curriculum + on the campus (curriculum + admin)admin)

2.2. Manage, foster and support the Manage, foster and support the Exponential growth that will Exponential growth that will come as a result of goal 1.come as a result of goal 1.

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Flat lining:Flat lining:

1.1. Manage the investment while Manage the investment while supporting your mission of supporting your mission of evolutionary and exponential evolutionary and exponential growth in usage.growth in usage.

2.2. Hopefully for a Short Term (1-3 Hopefully for a Short Term (1-3 yrs).yrs).

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Challenge:Challenge:

To manage Escalating demands To manage Escalating demands for technology and support with for technology and support with Stable (not static) Funding and Stable (not static) Funding and Resources.Resources.

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Technology Technology StewardshipStewardship CIO: Clear visibility and control of CIO: Clear visibility and control of

all elements of IT spending all elements of IT spending (resources and technology).(resources and technology).

CIO and Institution Leaders:CIO and Institution Leaders:1.1. Strong commitment to work togetherStrong commitment to work together

2.2. Institutional priorities vs. individual Institutional priorities vs. individual priorities.priorities.

3.3. Focus on overall cost of ownershipFocus on overall cost of ownership

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ProcessProcess

IT Spending across the Institution

IT Spending across the Institution

Resources

Annual Contracts

Annual Technology Replacement Cycles

Projects

Planned growth

Protect and perpetually maintain current investment in technology. 80% to 90%

Invest in the future.10% to 20%

Budget Adjustments

Protect at all cost.

Adjust as needed.

Prioritize Investment based on current and future value

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Step 1: CIOStep 1: CIO

IT Spending across the Institution

IT Spending across the Institution

Resources

Annual Contracts

Annual Technology Replacement Cycles

Projects

Planned growth

Map IT Spending to finite, pre-defined categories

Value: Managing a handful of buckets versus the every line item.

$1 to $30 MillionDepending on the size

of the institution

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Step 2: CIOStep 2: CIO

Resources

Annual Contracts

Annual Technology Replacement Cycles

Projects

Planned growth

Look for savings:How can we do these in a different way?

Process efficiencies

Weed, Re-Negotiate

Look for volume discounts, process efficiencies, options

Prioritize based on Value

Prioritize, create Phases

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Step 3: IT Task ForceStep 3: IT Task Force

Small IT Leadership Task Force of Small IT Leadership Task Force of CIO and key Academic and CIO and key Academic and Administrative leaders.Administrative leaders.

Leaders must have Leaders must have – Institutional FocusInstitutional Focus– Have decision making rolesHave decision making roles– Must be respected by the Faculty Must be respected by the Faculty

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Step 4: Prioritization Step 4: Prioritization with the Task Forcewith the Task Force

Resources

Annual Contracts

Annual Technology Replacement Cycles

Projects

Planned growth

1. Prioritize based on value to the Institution.

2. Weed / Mark what can be delayed

3. Add what needs to happen

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Year over yearYear over year

IT Spending across the Institution

IT Spending across the Institution

Resources

Annual Contracts

Annual Technology Replacement Cycles

Projects

Planned growth

Protect and perpetually maintain current investment in technology. 80% to 90%

Invest in the future.10% to 20%

Budget Adjustments

Protect at all cost.

Adjust as needed.

Prioritize Investment based on current and future value

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Flat LiningFlat Lining

1.1. Creates a controlled and stable IT Creates a controlled and stable IT environment.environment.

– Predictable IT BudgetsPredictable IT Budgets– Good management practicesGood management practices– Lean budgetLean budget

2.2. Creates an institutional discipline to Creates an institutional discipline to manage technology infusion in the manage technology infusion in the Academic sideAcademic side

– Academic Leaders partnering together to determine Academic Leaders partnering together to determine institutional prioritiesinstitutional priorities

– Institutional assessmentInstitutional assessment

Tremendous value Tremendous value to the future of to the future of technology in technology in

within the within the institution.institution.