Top 10 IT Issues, 2015: Inflection Point (252489129)

8102019 Top 10 IT Issues 2015 Inflection Point (252489129)

httpslidepdfcomreaderfulltop-10-it-issues-2015-inflection-point-252489129 135

IT

10 E DU C A U S E r e v i e w J A N UA R Y F E BR UA R Y 201 5 ILLUSTRATION BY STEVE McCRACKEN copy 2015



JA N UA R Y FE B R UA R Y 201 5 E DU C A U S E r e v i e wwww edu ca u se edu e r o

By Susan Grajek and the 2014ndash2015 EDUCAUSE IT Issues Panel

C

hange continues to characterize the EDUCAUSE Top 10 ITIssues in 2015 The pace of change seems not to be slowing butrather is increasing and is happening on many fronts Thereis reason to believe that higher education information tech-nology has reached an inflection pointmdashthe point at which

the trends that have dominated thought leadership and havemotivated early adopters are now cascading into the main-stream This inflection point is the biggest of three themes

of change characterizing the 2015 EDUCAUSE Top 10 IT Issues (see Figure 1) A second dimension of change is the shifting focus of IT leaders and profes-sionals from technical problems to business problems along with the ensuinginterdependence between the IT organization and business units Underlyingall this strategic change the day-to-day work of the IT organization goes on Butchange dominates even the day-to-day where challenges are in some ways morecomplex than ever This ldquonew normalrdquo is the third theme of change

TOP 10

IT ISSUES2015

Inflection

Point



12 E DU C A U S E r e v i e w J A N UA R Y F E BR UA R Y 201 5

Top 10 IT Issues 2015

Themes ofChange

Inflection PointChange Itrsquos a song thatrsquos been playingeverywhere the last several years Yoursquovebeen humming the tune perhaps danc-ing to its rhythm You may not knowall the words but everyone knowsthe refrain ldquoMobile-Cloud-Big Data-Business Value-Agile-Transformation-Social-Analytics-Online LearningrdquoSome people know just a verse or twosome know several and some are evenhelping to write new verses If change

has become a standard what is newabout 2015 Well nothing has changed

And everything has changed Informa-tion technology has reached an inflec-tion point

Mathematically an inflection pointis a point of change on a curve in whichthe concavity sign reverses Colloqui-ally the term is used to describe a turn-ing point that results in extraordinarychange Andy Grove Intelrsquos former CEOdescribed a strategic inflection point as ldquothat

which causes you to make a fundamentalchange in business strategyrdquo1 As Erik Brynjolf sson and Andrew

McAfee assert in The Second Machine Age this all comes back to Moorersquos Law whichposits a cyclical doubling of computingpower2 This doubling represents a rateof growth that is exponential Perhapsthe most vivid illustration of the powerof exponential growth is Ray Kurzweilrsquosconcept of the second half of the chess-board3 This concept is based on a legendabout the invention of chess When the

emperor asked the creator of chess toname his reward for having invented thegame the inventor requested that forthe first square of the board he wouldreceive one grain of wheat two for thesecond square four for the third squareand so forth doubling the amountfor each square Kurzweil noted thatalthough such an exponential growthpattern accrues only modest quantitiesat the beginning when the second half

FROM TECHNICAL TO BUSINESS

2 Optimizing the use of technology in teaching and learningin collaboration with academic leadership includingunderstanding the appropriate level of technology to use

3 Developing IT funding models that sustain core servicesupport innovation and facilitate growth

4 Improving student outcomes through an institutionalapproach that strategically leverages technology

5 Demonstrating the business value of informationtechnology and how the IT organization can help theinstitution achieve its goals

INFLECTION POINT

1 Hiring and retaining qualified staff and updating theknowledge and skills of existing technology staff

6 Increasing the IT organizations capacity for managing changedespite differing community needs priorities and abilities

9 Developing an enterprise IT architecture that can respond tochanging conditions and new opportunities

10 Balancing agility openness and security

FIGURE 1 Focus Areas of the 2015 Top 10 IT Issues

THE NEW NORMAL

7 Providing user support in the new normalmdashmobile onlineeducation cloud and BYOD environments

8 Developing mobile cloud and digital security policiesthat work for most of the institutional community





of the chessboard is reached the ensu-ing increases produce almost unimagin-ably large amounts Viewing the impactof Moorersquos Law from this perspective

we can see that technology will at somepoint reach the second half of thechessboard Brynjolfsson and McAfeeposit that this has already happenedand they call it the second machine ageldquoComputers and other digital advancesare doing for mental powermdashthe abil-ity to use our brains to understand andshape our environmentsmdashwhat thesteam engine and its descendants did formuscle powerrdquo4 Analytics cloud mobiledevices social media and online educa-tion might all be viewed as the fruits of

the second machine age IT architectureprocess optimization service manage-ment and risk management are efforts tomanage this overwhelming bounty

The second half of the chessboard isone reason for the inflection point wehave reached A second is related to thetechnology adoption curve Individu-als and institutions adopt technology atdifferent rates a few are on the bleedingedge a few are the last to change andmost fall somewhere in the comfortable

middle of the bell curve of adoptionThe higher education community isno exception (see Figure 2) In Crossingthe Chasm Geoffrey Moore describes apause or chasm between early adopt-ers and the mainstream5 An inflectionpoint in adoption is reached when main-stream adopters cross that chasm andbegin to enter a marketplace As Mooredescribes it they are motivated not bythe desire to innovate (which motivatesearly adopters) but by the need to solvea problem that their current solutions

cannot address a need that activates anotherwise cautious group When solu-tions become available that address theirparticular problems members of thatgroup will adopt new technologies

The present inflection point in highereducation information technology islikely due to improving solutions incloud analytics bandwidth and othertechnologies very real problems of costproductivity and student success and

1 Hiring and retaining qualified staff and updatingthe knowledge and skills of existing technologystaff

2 Optimizing the use of technology in teachingand learning in collaboration with academicleadership including understanding theappropriate level of technology to use

3 Developing IT funding models that sustain coreservice support innovation and facilitate growth

4 Improving student outcomes through aninstitutional approach that strategically leveragestechnology

5 Demonstrating the business value of informationtechnology and how technology and the ITorganization can help the institution achieveits goals

6 Increasing the IT organizationrsquos capacity formanaging change despite differing communityneeds priorities and abilities

7 Providing user support in the new normalmdashmobile online education cloud and BYODenvironments

8 Developing mobile cloud and digital securitypolicies that work for most of the institutionalcommunity

9 Developing an enterprise IT architecture thatcan respond to changing conditions and newopportunities






the useful examples and learnings ofinnovators among our highly collegialcommunity This inflection point ishitting IT organizations hard As theystretch and struggle to help colleges anduniversities use technology to addresschallenges of student success afford-ability and accountability IT organiza-tions are retooling and restructuring toadapt to challenges of their own Thosechallenges include ensuring a stable

qualified and adaptable IT workforceand a clear and adaptable enterprisearchitecture In both cases ldquoadaptablerdquomeans the ongoing ability to respond tochanging technologies and solutionsThose changes are transforming both ITinfrastructure which is generally trans-parent to end users and IT services andsolutions which are very much on theminds of end users and in the strategiesof higher education leaders IT organiza-tions are struggling to manage both thepace and the volume of change on all

levels And anyone who has experienceda new system rollout knows how impor-tant good change management is to thesuccess of an initiative Managing infor-mation security in the light of ongoingnew technology opportunities for bothIT and higher education professionalspresents another set of challenges

Collectively IT leaders and profes-sionals may feel deluged by the volume

variety and pace of change In response

to that deluge many IT leaders areadopting a strategic approach to changethrough the use of frameworks for suchactivities as service management ven-dor management risk managementIT architecture information securitymanagement project managementprocess management and capabilitymaturity management On the surfaceframeworks may seem restrictive andbureaucratic which accounts for the

past reluctance by many in higher edu-cation to adopt them However at theirbest frameworks can provide stabilityin times of change by creating repli-cable and scalable environments that canadapt gracefully to new and changingcircumstances

From Technical to BusinessBridging the gap between technologysolutions and business problems is achallenge that many IT leaders are strug-gling to address Moving from the role

of technology leader to business leaderis the second major theme of the 2015EDUCAUSE Top 10 IT Issues

Perhaps most exciting this themehighlights the challenge of deliveringIT solutions that can address two of themost pressing issues in higher educationhow to apply technology to teaching andlearning and how to improve studentoutcomes To solve these strategic insti-tutional problems the IT and academic

communities need to collaborate andcocreate Each group has a different viewof the problem possesses different rele-

vant expertise and plays a different role

in the solution Further many solutionsthat were previously accessible only totechnologists are now available to endusers who are adopting applicationswith sometimes serious implications forinformation security data managementand IT architecture All this calls for theIT organization to recast its relationshipwith administrative and academic areas

This second theme is also relatedto the need to reach across the whitespace in the institutionrsquos organizationalchart so that the IT department better

understands the needs of the institutionand so that institutional leaders betterunderstand the exciting potential ofinformation technology and the timeresources and executive commitmentrequired to achieve that potential Thesuccess and perhaps even the survivalof higher education are more dependentthan ever on technology Members ofthe 2014 EDUCAUSE IT Issues Panelreport that many institutional leaders

believe that technology solutions areboth easier and less expensive than theyactually are Because those executivesare also increasingly interested in usingtechnology to achieve strategic goalsmany IT leaders are struggling to manageexpectations without losing credibilityor attention On the other hand some ITleaders are struggling with a different setof problems how to communicate moreeffectively with institutional leaders

FIGURE 2 Technology Adoption Curve for Higher Education Institutions

Source Susan Grajek Higher Educationrsquos Top 10 Strategic Technologies in 2015 research report (Louisville CO ECARJanuary 2015)

We are usually among the very firstto adoptnewtechnologies

3

43

We tend toadopt new technologiesafter our peersdo so

We tendto adoptnewtechnologiesat the paceof our peers

We strive to beearly adoptersof new technologieswhere we seeexceptionalbenefits

We are oneof the lastto adoptnewtechnologies

3

24

27

Movingfrom the role of

technology leaderto business leader is

the second majortheme of the

2015 EDUCAUSETop 10 IT Issues




and how to influence uninterestedleadership

Funding has made the EDUCAUSETop 10 list every year This year the chal-lenge with funding is to ensure that insti-tutional leaders understand the need tofund the entire IT portfolio so that theIT organization is capable of supportingthe aspirations ongoing operations andgrowth of the institution

The New NormalIn the midst of so much change chal-lenge and opportunity IT organiza-tions continue running core servicesand supporting end users IT staff stillgo into fire-fighting mode more oftenthan they would wish But even normaloperations are subject to the forces ofchange

Most notably bring-your-own-device

(BYOD) digitization and associated tech-nologies and opportunities are changingthe nature of user support and appropri-ate security policies In the first instancethe IT organization needs to retool andredefine its support strategy In the secondsecurity policies must comply with regu-latory requirements to protect data andprivacy without hamstringing academicsand administrators

Mark C Adams

Vice President for Information

Technology

Sam Houston State University

Mark I Berman

Chief Information Officer

Siena College

Christian Boniforti


Lynn University

Michael Bourque

Vice President Information

Technology Services

Boston College

Karin Moyano Camihort

Dean of Online Learning and

Academic Initiatives

Holyoke Community College

Keelan Cleary

Director of Infrastructure andEnterprise Services

Marylhurst University

Jenny Crisp

QEP Director and Assistant

Professor of English

Dalton State College

Patrick Cronin

Vice President of Information

Technology

Bridgewater State University

Lisa M Davis


Services and ChiefInformation Officer

Georgetown University

Andrea Deau

Director of Information

Technology

University of Wisconsin

Extension

Patrick J Feehan

Director IT Policy and

Cybersecurity ComplianceMontgomery College

Steve Fleagle

Chief Information Officer and

Associate Vice President

The University of Iowa

Tom Haymes

Director Technology and

Instructional Computing

Houston Community College

Richard A Holmgren


Services and Assessment Allegheny College

Brad Judy


Security

University of Colorado System

James Kulich

Vice President and Chief

Information Officer

Elmhurst College

Jo Meyertons

Director Educational

Technology

Linfield College

Kevin Morooney

Vice Provost for Information

Technology and Chief

Information Officer

The Pennsylvania State

University

Angela Neria


Pittsburg State University

Celeste M Schwartz

Vice President for InformationTechnology and College

Services

Montgomery County

Community College

Paul Sherlock


University of South Australia

Francisca Yonekura

Associate Department Head

Center for DistributedLearning

University of Central Florida

EDUCAUSE IT Issues Panel Members

2014ndash2015

The EDUCAUSE IT Issues Panel comprises individuals from EDUCAUSE member institutions to provide quick feedback to EDUCAUSE on current issues problems andproposals across higher education information technology Panel members who are recruited from a randomly drawn and statistically valid sample to represent the EDUCAUSEmembership serve for eighteen months with staggered terms Panel members meet quarterly for ninety minutes via webinar or in person The meetings facilitated byEDUCAUSE Vice President Susan Grajek are designed as an ongoing dialogue to flesh out and refine an array of open-ended technology questions about the IT organizationthe institution and cross-institutional boundaries The members discuss refine and vote on the most relevant underlying issues or options




Issue 1Hiring and Retaining

Qualified Staff andUpdating the Knowledge

and Skills of ExistingTechnology Staff

The long-held notion that infor-mation technology has threecritical dimensionsmdashpeopleprocess and technologymdashis stilltrue today Behind every suc-

cessful implementation of technology is

a group of talented people ensuring thateverything goes according to specifica-tions to meet the needs of the studentsand faculty Recruiting and retainingexceptional staff with the requiredknowledge skills and attitudes is not asmall feat Higher education competesfor talent in an extremely competitiveenvironment The technology fieldcurrently has very low and in someregions virtually no unemployment

As higher education competes with allindustries those of us in academe are

operating in an environment in whichchange comes quickly whether in tech-nology business disciplines or our coremissions of teaching and research Toattract maintain and retain the neces-sary talent higher education IT organi-zations need to adjust and adapt

Todayrsquos IT workforce needs are dif-ferent from needs in the past We need awide array of skill sets for roles that areevolving quickly The field of informa-

tion technology has always demandedthat professionals retrain and retoolto be able to design and support thelatest technologies Thus the ongoing

evolution of technical skills is not newHowever the very models for provid-ing and supporting technology-basedservices are in flux today This set ofchanges requires staff to be not onlyadept at retooling but also capable ofreinventing their roles And those rolesdemand entirely new skills To be ableto deliver the technology solutions thatstudents and faculty presently needwhile preparing themselves to lead theinstitution to adopt innovate or inventfuture technological advances IT staff

need such nontechnical qualities as ini-tiative grit adaptability and emotionalintelligence

Retaining talented staff requires aculture of teamwork that supports andencourages the growth of the individualand the team Management needs tofoster a vibrant workplace in whichdiversity is valued and individuals feelrespected Management must also rec-ognize that employeesrsquo views of satisfac-tion with their jobs are based on their

collective experiences ranging fromsalary to the culture of water-coolerdiscussions (see Figure 3) Leadersmust remember that every employeehas unique issues and methods of com-

municating so at times retention willcome down to one-on-one discussionsto understand employeesrsquo needs andto help employees understand their

role in the larger IT and institutionalstrategy Team members need to feelengaged with the organization and itsmission and they need to sense align-ment of their efforts with somethingimportant (eg mission) to have a senseof purpose With this sense of purposethey are more likely to be committed tothe institution But with such long-termcommitments also come the expecta-tion of ongoing skill development andcareer advancement opportunities

For performance management to

be successful it must become a criticaland continuous part of the operationsof the IT organization Managers mustensure that staff are aware of their fullbenefits packages and of leadershipefforts to provide a fulfilling and enjoy-able work environment Many institu-tions offer benefits and local area perksthat employees are not aware of

Augmenting the challenge o f hiringqualified staff is the exponential speedat which technology is continuously

changing In light of this new normalmany current roles and even profes-sions will not exist in the future Newroles and professions will arise toaddress changing technology delivery

FIGURE 3 Top Reasons IT Management and Staff Leave Their Jobs

CIOs MANAGERS STAFF

At high risk of leaving 1 in 8 1 in 6 1 in 5

Personal career goals are unattainable

Not recognized for value aside fromcompensation

No opportunities to learn and grow in the past year

Institutional mission does not make me feelmy job is important

Not compensated fairly

Based on rated importance of working in higher education combined with reported likelihood of pursuing opportunities outside theinstitution

Source Jacqueline Bichsel Todayrsquos Higher Education IT Workforce (Louisville CO ECAR January 2014)





pedagogical and research methods and higher education business models

Not all staff will be able to recognize or adapt to these changes Managersneed to help staff recognize and prepare for new oppor tunities to minimizethe disruption Change affects not only the individuals who are disruptedbut also those staff who are bystanders witnessing the change and anticipat-ing the worst

Fortunately IT management is not without support That support b eginsby building a partnership with the Human Resources department (HR) Asuccess for the IT organization is a success for HR

Advice983150 Know how to sell the value of a career that contributes to the advance-

ment of higher education and its teaching learning and researchmissions983150 Develop a list of the nonmonetary benefits of working for the institution

and share that list with staff983150 Hire staff not just for their fit for the job but also for their emotional

intelligence and fit with the values and culture of the IT organization andthe institution At the same time remember that the strongest teams arethose that are most diverse so strive for a heterogeneous workforce thatshares a common set of core values

983150 Work with staff to select appropriate training Funding and facilitatingtime for training and travel is only part of the process Establish somedeliverables and accountability for the training so that employees returnto the office with the anticipated insights and skill set

983150 Work with HR to develop career paths for the major divisions of or rolesin central and distributed IT units Careers paths donrsquot have to stay withinthe IT organization consider lateral paths that can broaden someonersquosinstitutional or business experience Develop paths that reward knowl-edge work as well as managerial talent and understand that not everystaff member need aspire to leadership

983150 Create a talent plan for the IT organization itself Identify the skill setsand roles the organization will need to acquire and retire in the next oneto three years Create a roadmap to where the organization needs to headand begin working with HR now to implement the roadmap with as littledisruption as possible for individual staff and o perations

Issue 2Optimizing the Use

of Technology inTeaching and Learningin Collaboration with

Academic LeadershipIncluding Understandingthe Appropriate Level of

Technology to Use

C

olleges and universities con-tinue to invest in technologiesin support of teaching and

learning while struggling withways to help faculty understandthe value and potential impact of thesetechnologies An overlooked but criti-cal starting point is for an institutionto define its educational objectives andstrategy Institutions whose educationalculture is intentionally and predomi-nantly residential ones that serve manypart-time working commuters thosewith strong global outreach techno-logical institutes and institutions withstrong practicum orientations may all

grant similar degrees but will have verydifferent pedagogical strategies andtherefore different educational tech-nology needs Without a larger guiding

vision the application of technology toteaching and learning is neither strate-gic nor optimized it is instead a series ofendpoint solutions driven by individualfaculty requests and by the best (oftenuncoordinated) efforts of service pro-

viders throughout the institution

ldquoWe must be willing to combine someof the best benefits that business has to

offer (eg flexible work arrangements)with the strong selling points of a careerin higher education (eg connection withthe mission)rdquo

mdashMichael Bourque Vice President Information Technology Services

Boston College




It is important to view technology asa supporting tool similar to earlier toolssuch as blackboardchalk Technolo-gies need to be carefully scrutinized

for their pedagogical implications Alt ho ug h on li ne co ur se s of fer th eallure of convenience and the opening(and thus increasing) of enrollments tostudents who might not otherwise beable to attend college in a traditionalmanner their pedagogical effectivenessshould be assessed as carefully as that oftraditional classroom courses Doing so

might identify gaps in overall pedagogi-cal assessment at an institution and thusimprove even face-to-face learning Thereal value of technologies is how facultyintegrate the technologies into theirteaching and learning and how they usethe technologies to further refine theircourse delivery and student engage-ment (see Figure 4)

If institutional leaders become moreintentional about their pedagogicalobjectives and assessment methodsthey will have the opportunity to influ-

ence the institutional technology mar-ketplace Todayrsquos solutions could bemuch more effective with better guid-ance from the leadership at colleges anduniversities

For example faculty often findthemselves overwhelmed with the vol-ume of new technologies and the ongo-ing upgrades of existing technologiesas they struggle to find time to researchhow to integrate the technologies into

their teaching Faculty new to onlinelearning will commonly try to replicatetheir physical classroom online butthis is a classic McLuhanesque mistake6

Optimizing the use of technology inteaching and learning depends on theability of the institutional and academicleadership to help faculty develop theirdigital competency and then to con-tinue to provide learning opportunitiesto keep their competencies currentFaculty need ongoing digital literacyopportunities that enable them to betterunderstand not only educational tech-nologies but also the social technolo-

gies that are affecting their everydaylives and the everyday lives of their stu-dents Those students expect engage-ment in their instruction Faculty need

to understand instructional narrativeand the implications of media as part oftheir technological introduction This ismore than just training on a particulartechnology It is as the saying goes thedifference between giving a man a fishand teaching him how to fish

The effective optimization ofinstructional technology also requiresrethinking reinforcing and clarifyingroles and relationships among faculty

ldquoFaculty armed with current understandingand research on the power and value

of technologies are more likely to usetechnology to enhance their pedagogicalapproachesrdquo

mdashCeleste M Schwartz Vice President for Information Technology and College Services

Montgomery County Community College

FIGURE 4 Integrating Technology into Courses

ldquoI could be a more effective faculty member if I were better skilled at integrating this technology

into my coursesrdquo

Percentage of respondents

3D printers

Non-keyboard or non-mouse computer interfacesSocial media as a teaching and learning tool

E-portfolios

Lecture capturerecordings

E-books or e-textbooks

Simulations or educational games

LMS

Online collaboration tools

Free web-based content

Agree Strongly agree

50250 75 100

Source Eden Dahlstrom and D Christopher Brooks ECAR Study of Faculty and Information Technology 2014 (Louisville CO ECAR July 2014)

The

real value oftechnologies is howfaculty integrate

technologies intoteaching and learning

and how they usetechnologies to further

refine course delivery andstudent engagement





librarians teaching and learn-ing center professionals and ITprofessionals They all need to

view themselves as colleag ues

and even partners in designingthe right infusion of technologyresources at the right time duringthe instructional process

Is all this a tall order Yes Butit is directed toward the primarymission of higher education andis thus well worth addressing Ifcollege and university leaders donot optimize the use of technol-ogy in teaching and learningexisting and emerging alterna-tives will almost certainly step

forward to fill the gap

Advice983150 Work with academic leader-

ship to articulate the institu-tional strategy for the use oftechnology in teaching andlearning to best fit the institu-tional culture and priorities

983150 Translate that strategy into ateaching and learning tech-

nology roadmap that pri-oritizes the technologies thatwill best achieve the institu-tional strategy and fit institu-tional resources

983150 Define and clarify roles insupporting instructionaltechnology to bring togetherall relevant institutionalparties as productively aspossible

983150 Move to a technology sup-port model that aligns tech-

nology integration supportand faculty professionaldevelopment that is courseprogram specific and basedon research that demonstratesimproved student engage-ment and success

983150 Ensure that faculty have suf-ficient support and releasetime to integrate the tech-nologies into their courses

Issue 3Developing IT Funding

Models That SustainCore Service

Support Innovation andFacilitate Growth

As governmental financial sup-port for higher educationcontinues to decline bothpublic and private institutionsare desperately trying to focus

scarce resources on strategically impor-

tant needsTo create funding models that willsustain IT operations IT leaders need toclarify to institutional leaders and boardsof trustees why IT services are strategi-cally important to the enterprise Articu-lating and making some of the toughstrategic choices explicit is fundamentalto developing a sustainable fundingmodel As the role of information tech-nology in higher education matures andas institutions are increasingly pressedto balance costs with tangible benefits

IT leaders will need to strengthen andleverage their relationships with gover-nance groups connect execution withstrategy and exploit funding models tiedto institutional strategy (see Figure 5)

EDUCAUSE defines gov ern anc e asldquohow a higher education institution isorganized for the purposes of decisionmaking and resource allocation andhow the varying parts are managed ina way that promotes the mission of the

institutionrdquo7 The distributed nature ofhigher education institutions thoughhighly effective in supporting innova-tion and meeting specialized needs can

be a roadblock to strategic investmentsand efficiency realization InstitutionalIT governance can help achieve andsupport a clear IT strategy When IT gov-ernance programs have influence over ashared pot of institutional resources andare able to prioritize strategic IT invest-ments IT leaders can support ongoinginnovation and growth across the entireinstitutional portfolio of functions Inthe absence of institutional IT gover-nance IT projects will be prioritizedaccording to which areas can most easily

secure funding for their priorities Inevi-tably worthy and even critical projectswill not be funded if they are not spon-sored by well-resourced areas

Capital funding is relatively easy tosecure obtaining additional operationalfunding is much more difficult Sincemost capital projects have an opera-tional impact the differential access tofunding streams can create significantproblems for budget managers To sat-isfy demand and remain competitive

leaders at higher education institutionshave allocated capital funds to coverthe development cost of new IT infra-structure yet they seldom incorporateplans for ongoing operational funding ofcapital projects As a consequence thereis a fundamental misunderstanding ofthe total cost of information technologyand often no culturally accepted billingmodels exist for one-time and full-life-cycle costs

To help governance groups under-stand and support funding for the real

cost of information technology IT lead-ers need to develop total cost of owner-ship (TCO) scenarios and vet them withappropriate groups before projects arefunded Higher education informationtechnology is dogged by cost-savingsexpectations that usually create a falsesense of expenditure reduction In somecases the benefit of the IT investmentderives from risk reduction or new func-tionality and cost savings are not to be




expected In other cases cost savingsare theoretically possible but difficultto achieve if non-IT changes such asbusiness process redesign are requiredto realize them Even if the project is

successfully completed funding mayneed to shift to derive real institutionalsavings For example an IT project thatintroduces efficiencies to academicdepartments or business units mayreduce costs for the departments or units

and also for the institution overall butthe project may increase IT costs To real-ize net savings for the institution budgetfunding needs to be withdrawn from thedepartment and a portion needs to be

directed to the IT organization to coverits increased costs with the balanceaccruing to the bottom line of the insti-tution When each department controlsits own budget those shifts and realloca-tions are very difficult to negotiate and

often fall apart eroding any potentialcost savings

Growth can be managed but doingso requires service management models

that are able to project and prepare forgrowth Those models need to includecost management to ensure that serviceproviders understand and budget forboth fixed and variable costs The pay-ing IT customersmdashwhether institutionalleaders or individual departmentsmdashneedto understand IT service cost drivers andhow they can help manage those driv-ers Funding for growth in variable costsis relatively easy to justify if IT servicemanagers have and can show data onboth growth and the associated costs

Funding for growth in fixed costs needsto be justified as well and that requiresdata on the cost increases and a justifi-cation of the risks that will be reducedthe functionality that will be added orenhanced or some other compelling

FIGURE 5 IT Spending on Institutional Activities

Institutionalgrowth

Running theinstitution

Transformativechange

1576 9

Source EDUCAUSE Core Data Service 2013





reason This approach also paves the way for discussions of tradeoffs that mightaccommodate growth without increasing funding such as service-level reduc-tions shared services or outsourcing

Supporting innovation is a key piece of IT resource justification Studentsexist in a digital ecosystem and expect educational institutions to interact withthem in the ways that they are used to interacting with each other and with thecommercial entities they deal with on a daily basis Banks retail stores andeven government services are available to them through a multiplying swarmof devices Institutional leaders are increasingly aware that higher educationneeds to deliver services in the same way and that the development of an ITarchitecture to do so takes resources To better afford the resources necessaryto keep institutions current the IT organization itself needs to be innovativein the way it is organized the way it delivers IT services and the way it workswith various institutional constituencies Recognizing that IT drivers andcore services in 2014 may not even remotely resemble those necessary in 2020

demands funding flexibility since too tight a correlation will act as a disincen-tive to improvement and will create technology lags greater than those of thelast decade

Different but rigorous strategies for IT core services growth and innovationwill help in the development of IT funding models that best fit these separateactivities and are aligned with the institution and its constituents Effective ITgovernance can tie these three activities together and prioritize the IT expensein ways that support existing operations ensure ongoing innovation andrespond to growth across the entire IT portfolio

Advice983150 Benchmark IT finances by participating in the EDUCAUSE Core Data

Service983150 Ensure that IT projects build models for ongoing operational funding into

project deliverables and expectations983150 Establish an institutional IT governance structure that is responsible for allo-

cating funding not just identifying IT priorities983150 Understand the costs and cost drivers of todayrsquos IT services983150 Help leadership understand both the costs and the benefits of information

technology Arguments for new IT initiatives should always include cost esti-mates as well as estimates of the costs of not innovating

983150 Build the costs of growth and maintenance into funding models for core ITservices

Issue 4Improving Student

Outcomes through anInstitutional Approach

That StrategicallyLeverages Technology

The benefits of completing acollege education are widelyknown They include higherlifetime earnings greater levelsof happiness increased civic

engagement and reduced health risks

There are also societal benefits as theproportion of college graduates in thepopulation increases So it is in our ownbest interests to help both individualsand society by improving the successof students at our higher educationinstitutions

There are few cases in which tech-nology by itself has helped studentssucceed However there are opportuni-ties for technology to support studentsuccess initiatives The first task for anyinstitution is to assess both the insti-

tutional needs and the most currentremedies for the pain points that areidentified Although this is a constantlyand rapidly evolving area some specificexamples include the following

983150 Developin g a training course (orworkshop) to help students under-stand the technology landscape ofthe institution and how they can usethose tools to succeed

ldquoWhen it comes to innovation is the ITfunding principle lsquoWe optimize new IT

investments for the entire institutionrsquo orlsquoWe optimize new IT investments for theindividual unitsdepartmentsrsquo or bothPricing models will emerge accordinglyrdquo

mdashKarin Moyano CamihortDean of Online Learning and Academic Initiatives





983150 Removing barriersmdashs uch as accessusability and lack of supportmdashto theeffective use of technology

983150 Using technology to recast large lec-

ture courses and support pedagogi-cal transformations

983150 Using technology to provide flex-ibility for students to match thecourse with their learning style

983150 Using technology to distributelearning content in multiple waysincluding lectures (live and archivedfor review) electronic texts andlearning management systems

983150 Using technology such as peertutoring discussion boards andg roup videoconferences (eg

Google hangouts) to facilitate syn-chronous and asynchronous inter-actions with others and to promotecollaborative learning

983150 Considering the emerging role oftools used traditionally by business(ie CRM) to manage the institu-tionrsquos relationship with the student

983150 Applying elements of what is beinglearned in competency-based edu-cation initiatives at an institutionallevel for traditional students

Institutional leaders continueto emphasize and pour resourcesinto improving student retentionand completion Technology can beapplied to develop the broad area oflearning analytics to provide feedbackto students on their behavior (both pastand predictive) to faculty on the effec-tiveness of the pedagogy employed inthe course to content providers (andfaculty who select the content) on theeffectiveness of the content used in the

course and to administrators on broadsystemic issues and trendsMany colleges and universities

have student success committees thatfocus on initiatives to improve coursecompletion program completion andstudent support services Examplesof initiatives can be found in the areasof teaching and learning and studentsupport services In the area of reme-dial education great strides have been

made in reducing time to completionfor remedial students and in increas-ing retention and completion rates Anexample of the work occurring in the

area of student success can be found onthe Achieving the Dream InterventionsShowcase website (httpachievingthedreamorgresourcesachieving-the-dream-interventions-showcase) withmany of those interventions strategi-cally leveraging technology

As data analytics tools have becomemore sophisticated institutionshave been better able to recognizestudentsrsquo challenges and track stu-dentsrsquo journeys With theimplementation of early

alert systems advisors andfaculty have been able toassist students with just-in-time intervention recom-mendations In addition itis becoming commonplacefor advisors to have access todata beyond the traditionalERP demographic and stu-dent gradesmdashdata such ascourse performance throughlearning management sys-

tems early alert informationtutoring participation andeducation planning informa-tion (see Figure 6) Systemslike these sometimes referred to asIntegrated Planning and AdvisingServices (IPAS)8 permit the advisor tosupport and coach students based ona comprehensive view of the studentsrsquoinformation throughout their educa-

tional journey In the area of onlineeducation too wraparound studentsupport services are mirroring the on-ground experience with some colleges

and universities implementing careercoaches with supporting technologiesto provide services to online studentsThe integration of technologies in eachof these areas has had a positive impacton improving student outcomes

A variety of existing tools many stillin the early development stages canhelp institutions gather data to identifystudentsrsquo success opportunities andtheir achievements This information

is only as good as the data however Tofind the low-hanging fruit IT leadersneed to begin the data conversationsto locate tools that may already begenerating useful data To capture rele-

vant aspects of the student experience

FIGURE 6 Technology for Supporting Education Planning Advising and Counseling and Early Alerts


46

66

73

Early alert systems

Education planningacademicprogress tracking

Academic advising

Percentage of institutions

Tocapture relevant aspects

of the student experienceleaders must think institutionally

and identify technologyresources that canbring together the

diverse and enormousdata sets that represent this

experience

(continued on page 26)



To create sustainable IT funding models IT leaders need to

clarify to institutional leaders and boards of trustees why

IT services are strategically important to the enterprise

TOP 10 IT ISSUES

EVOLVING STAFFING MODELS

IMPROVING

STUDENT

OUTCOMES

OPTIMIZING TECHNOLOGY IN

TEACHING AND LEARNING

FUNDING IT STRATEGICALLY

soft skills

moreresources

professional development

clear goals networking

65

Technical proficiency is as important as ever

So skills are more important that ever before

higher education IT staff are not

satisfied with their current position

To be more effective IT

staff say they need

of students wish their

instructors would use

early-alert systems more

of central ITrsquos budgetis spent running the institution

is spent on growth

is spent on transformation

Students respond

positively to learning

analytics opportunities

not at allimportant

technical proficiencystrategic planning

effective communication

1

veryimportant

5

Top 3 motivators for faculty integration of technology

in the classroom

bull Clear indicationevidence that students will benefit

bull Release time to designredesign courses

bull Confidence that the technology will work as planned

1 in 4

Todayrsquos market for IT talent is competitive Hiring andretaining top talent requires engaged managers whopossess and know how to foster good communication skills

Faculty and students alike are

interested in learning analytics for

notifications on course progress

Although technology is omnipresent in the lives ofstudents leveraging technology to engage students in

meaningful ways and to enhance learning is still evolving

76

15

9

I think this is great

This sounds positive

I am neutral

This sounds negative

Irsquom totallyagainst this

Spending model

breakdown in the USdoes not differsignificantly by

Institution type

Size

Central IT staff size

CIO reporting line

25

0

50

75

100

E D U C

A U S E E

R E S

E A R C

H S N

A P S H

O T



A look into EDUCAUSE research on the 2015 list of the

most intriguing ideas in higher education IT

DEMONSTRATING

VALUE OF IT

DEVELOPING

SECURITY

POLICIES FOR

THE INSTITUTION

DEVELOPING ENTERPRISE IT

ARCHITECTURE

BALANCING INFORMATION

SECURITY AND OPENNESS

INCREASING CAPACITY

FOR CHANGE

PROVIDING USER SUPPORT

The gaps between effectiveness in and

importance of addressing risks are large

Percentage using the college or university help desk for support

Percentage looking to peers

Student Device Ownership

Between 2005 and 2014 there were 727 education-sector

data breachesmdashinvolving more than 14 million recordsmdashas

reported to the Privacy Rights Clearinghouse

locally integrate the

architectures of multiple

major systems

follow the architecture of a

primary system or suite

20142013

25

0

50

75

100

2015 projection

Smartphones

Tablets

86

47

31

76

58

90

Information security

Data privacyconfidentiality

Identityaccess management

66

66

84

82

79

70

36

1

33

29

The most important IT risks to

address concern security privacy

and access

In a world of increasing

complex security threats

institutions must move from

a reactive to a proactive security response

We are living in an era when readily

accessible technologies facilitate a

BYOD standard requiring institutions

to rethink user support

A well-defined enterprise IT architecture is instrumental to

optimizing opportunities and managing change effectively

The higher education community is

struggling with the pace variety and sheer volume

of change in information technology as well as the

corresponding risks

IT leaders need to draw the lines from

technology initiatives to their institutionsrsquo

changing strategic objectives and on to the

ultimate bottom lines of mission and means

OtherLossthestInternal threatsExternal threats

81of institutions

do notaddress IT risk

in their strategicplan

7357

69

22

Faculty

Students

effectiveness

importance

effectiveness

importance

effectiveness

importance

6 3 10 10

Breachcauses

53Administration

37Teaching

and learning

10Researchother

Percentage of IT spend by institutional mission





leaders must think institutionally and identify technology resources that

can bring together the diverse and enormous data sets that represent thisexperience

As was discussed last year when this was the 1 issue in the 2014 Top 10list looking at this data may raise privacy issues so leaders must rememberto include the appropriate individuals in these discussions to ensure compli-ance security and privacy

Advice983150 Keep in mind that students consider success from a holistic view of their

campus experience not necessarily their experience with just a courseor a semester To maximize the impact of technology identify the combi-

nation of data and tools that will encompass as much of the institutionalexperience as possible983150 Remember that results will be only as good as the data Take time in the

beginning to build a reliable strategic foundation by starting with conciseoutcome objectives and then develop t he data-driven questions that willultimately define actionable steps to influence success

983150 Work with key individuals from various institutional areas to identifydata that may be available at an individual student level and that could becombined with other values to establish an assessment point for the stu-dent Next consider comparing this assessment point with the studentrsquossuccess level and attempt to identify some trends Drill down to indica-tors that can be used as targets for predicting success and for identifyingearly warning signs

983150 Ensure that the project is embedded in a cross-institutional student suc-cess effort that includes all relevant parties Dedicated student successteams or cross-departmental governance structures can be the vehiclefor organizing consensus Donrsquot allow a perception of IT ownership todevelop

983150 Resolve problems in academic and business processes before implemen-tation donlsquot adapt applications to dysfunctional processes

983150 Define the role of faculty in improving student outcomes through thestrategic leveraging of technology

983150 Determine how much individualized student data should be shared withadvisors in supporting improved student outcomes

Issue 5Demonstrating the

Business Value ofInformation Technologyand How Technology

and the IT OrganizationCan Help the Institution

Achieve Its Goals

IT leaders need to continue to get bet-ter at drawing the lines from technol-ogy initiatives to their institutionsrsquochanging strategic objectives and on

to the ultimate bottom lines of mis-sion and means Successfully demon-strating the business value of informationtechnology to the institution begins withdeveloping a clear understanding of the

various ways in which technology as awhole and the IT department as a unitadd value to the institution Institutionalleadersrsquo struggle to respond to changingpublic perceptions of the value of highereducation itself is a complicating factorHerein lies an opportunity for IT profes-sionals not only to demonstrate the value

of the IT organizationrsquos particular offer-ings but also to create new and significant value for the institution This requiresthinking of technology strategy as both aconsequence and a driver of institutionalstrategy IT leaders who have the abilityto see the entire institutional landscapeand can offer strategic insights for movingthe institution forward have never beenmore important to the well-being of col-leges and universities

ldquoInstead of reacting to new technologiestop institutions seek out new technologies

as a strategic imperative leveraging theseinnovations to improve learning insideand outside the classroom with datadecision making enhanced pedagogy andbetter student outcomesrdquo

mdashLisa M Davis Vice President for Information Services and Chief Information Officer





So in what ways do IT leaders add value They add value to the organizationby enhancing the core productmdashnamelythe learning experiences of students and

the teaching activities of faculty They add value very directly by creating new chan-nels through which students can accessinstitutional offerings The channels thatonline opportunities provide would notexist without the technologies deliveredand supported by the IT organizationFrom a business perspective this cre-ates new sources of revenue a criticalobjective for virtually all colleges anduniversities Drawing a clear line that con-nects specific technology initiatives withtangible revenue for the institution is a

powerful way to demonstrate the busi-ness value of technologymdashand of the ITorganization

And of course the yin of revenue isbalanced by the yang of cost reductionStories of expense reduction and effi-ciency are perhaps easier to identify andtell and they should be carefully and dili-gently told but IT leaders must be carefulto also emphasize the much larger poten-tial that a clear focus on the revenue sidecan provide Doing so can help to avoid

the impression that the value of informa-tion technology is limited to simple actsof automation and efficiency Part of thiswork entails ensuring that the institu-tional leadership understands what is andis not possible Many times the need tohave the value discussion in the first placeis because leaders are not inherently feel-ing the value Those in the IT organiza-tion must take the time to develop andprovide clear data-based informationabout the services they deliver and valuethey provide

One way to demonstrate value iswith well-constructed service portfoliosand service catalogs A service portfolioprovides a high-level overview of howfunds are spent on major institutionalstrategic and operational goals and isgeared toward institutional leaders Aservice catalog (see Figure 7) provides amore detailed view into how IT dollarsare spent on IT projects products andservices and is geared toward IT leaders

Combined the service portfolio and theservice catalog can be a useful tool forshowing the business value of the invest-ments that institutions make in informa-tion technology

Assembling a service portfolio andcatalog may be the IT organizationrsquos firstcomprehensive view into the actual valueit is bringing to the institution Depend-ing on that value IT leaders may first needto focus on quick fixes to better align theirservices with the institutional mission

Before IT leaders can advocate howinformation technology can be leveragedto drive the business the IT organiza-tion must be operationally effective andefficient Institutional and business unitleaders must view the IT organizationas providing operational excellence andoutstanding customer service before theywill consider it as a partner in deliveringbusiness value

The CIO and IT leadership teamsshould remember that they are the pri-mary marketing avenue for sharing the

value that information technology bringsto the institutional mission IT leadersspend about 10 percent of their time ongovernance and planning and on innova-tion with business and academic units9 IT leaders thus must be intentional aboutidentifying opportunities for communi-cating how the IT organization is help-ing the institution CIOs must establish

strong and trusting relationships withtheir peer business leadersSharing the value of information

technology begins with IT leadership butmust extend to the entire IT organization

All IT staff must understand how theirwork contributes to the institutional mis-sions and priorities They need to under-stand the IT organizationrsquos capabilitiesand priorities and how the organizationcan advance the institution the indi-

vidual business units and the faculty stu-dents and staff with whom they work IT

leaders can encourage and enable IT staffto learn the mission business processesand requirements of business units inorder to understand how informationtechnology can best be leveraged Get-ting to this point may require a culturechange within the IT organization At the

very least all IT staff should know boththe institutional and the IT priorities toensure that everyone is telling the samestory

FIGURE 7 Percentage of Institutions with a Service Catalog

Associatersquos

Bachelorrsquos

Masterrsquos Private

Masterrsquos Public

Doctoral Private

Doctoral Public

32

17

29

40

56

62


IT leaders add value

to the organization byenhancing the core

productmdashnamely thelearning experiences of

students and the teachingactivities of faculty





Advice983150 Map IT priorities to institutional priorities Find the points of intersection

with the business unit operations customers and technology Partnerwith the business unit to develop a roadmap and to align the business withthe IT architecture

983150 Donrsquot wait for an invitation to discuss business and customer impact Butdonrsquot try to boil the ocean keep focused and be clear about what the IT

organization can and cannot do IT leaders must be translators usingterminology that resonates with non-IT experts and connecting the dotsbetween the technology capabilities and the business needs Develop asmall set of short and simple stories about concrete ways in which tech-nology has improved the learning experience at the institution createdaccess to institutional resources strengthened affinity for the institutiongenerated revenue and streamlined operations Focus at least as much onhelping others see what is possible with technology as on showing howtechnology investments improve current institutional life

983150 Develop a service catalog to serve as a base for connecting the work of theIT organization to the larger institutional strategic objectives

983150 Implement a metrics program that can demonstrate the extent to which theIT organization is achieving its service-level goals customer-satisfaction

goals and financial goals and is delivering on strategic priorities983150 Ensure that IT leaders and IT staff understand what drives academic and

business value for the institution and can identify and articulate how tech-nology can deliver that value Consider attending non-technology confer-ences to learn how business officers faculty and academic leaders thinkabout technology and what their pressing problems are Be the translatorfor business strategy

983150 To reach the broader institutional community consider newslettersbrown-bag gatherings and roundtable discussions and take advantageof recurring events such as National Cyber Security Awareness Month(httpwwweducauseeduncsam) and start-of-the-semester gatherings

Issue 6Increasing the IT

Organizationrsquos Capacityfor Managing Change

Despite DifferingCommunity Needs

Priorities and Abilities

Change is the watchword todayand going forward In the 2011book Race against the Machine MIT economists Erik Bryn-jolfsson and Andrew McAfee

write ldquoAdvances like the Googleautonomous car Watson the Jeop-ardy champion supercomputer andhigh-quality instantaneous machinetranslation then can be seen as thefirst examples of the kinds of digitalinnovations wersquoll see as we move into the phase where exponentialgrowth yields jaw-dropping resultsrdquo10

When technology changes organiza-tions are always challenged to adapt tonew circumstances This is par ticularlytrue of the organizations tasked with

implementing and maintaining thetechnology itselfThe higher education community

is struggling not only with the pace ofchange in information technology butalso with the variety and sheer volumeof change Information technology isincreasingly important to and increas-ingly integrated with all aspects ofboth the strategic and the operationalfunctions of the campus The chal-

ldquoWe also add value by creating newways for those who know us less well to

develop affinity with our institutions Asmall MOOC my college offered made usknown to groups of prospective studentswho would never have paid a momentrsquosattention to any traditional advertisingmessages we might have sent By joiningtheir party first via our technologies weput ourselves in a much better position to

invite them to our partyrdquomdashJames Kulich

Vice President and Chief Information OfficerElmhurst College




lenge is how to engage multiple areasof the institution and expand servicesin numerous simultaneous initiativesMeanwhile institutional informa-

tion technology is reengineering itsinfrastructure platforms and servicesThose change efforts are often additiveto the applications being introduced aspart of new business-area initiatives

Ideally the institutional stancetoward change is proactive and ITleaders have the vision and good senseto advocate to broker and to preparetheir various constituents for upcom-ing changes while sustaining ongo-ing operations In reality end users

vary widely in their predisposition to

technology As a group students andfaculty are positively disposed towardinformation technology but as indi-

viduals they run the gamut (see Figure8) And attitudes influence behaviorthe way faculty and students adopt and

FIGURE 8 Relationship between Faculty Attitudes toward Online Learningand Their Experience with Online Teaching

Source Eden Dahlstrom and D Christopher Brooks ECAR Study of Faculty and Information Technology 2014(Louisville CO ECAR July 2014)

Percentage of respondents who agree or strongly agree

No recent onlineteaching

Some recentonline teaching

50250 75 100

All respondents

Online learning helps students learn more effectively

Online learning will lead to pedagogical breakthroughs

Online learning will make higher education available to more students





use technology tends to reflect theirattitudes11

The IT organizationrsquos history of exe-cution can influence community open-ness toward future technology changesThe shadow cast by a deeply flawed ERPimplementation for example can last adecade or longer

Change management is preciselythat managing change rather than lettingchange happen on its own (see Figure 9)

Successful change management is notaccidental or organic It is intentionaland has multiple components Manyinstitutions adopt a specific approachto implementing changemdashapproachessuch as ADKAR Kurt Lewinrsquos changemanagement model and John Kot-terrsquos eight steps12 Regardless of the

model managing change requires astrategy in which the goals and focusof the change are clear to internal andexternal constituents For examplethe corporate consultant Glenn Llopisadvises being able to identify what thesuccessful implementation of a changestrategy would look like knowing whatthe change strategy is trying to solveand identifying the required resourcesand relationships to implement the

change management strategy

13

As theIT organization sifts through the differ-ent needs abilities and priorities of theinstitution and tries to adapt to changeit must avoid being caught in a viciouscircle of tactics with no purpose

A good change management strat-egy has multiple components which

include communications and inclu-siveness John Jones DeAnne Agu-irre and Matthew Calderone provideten sensible principles for managing

change by keeping the human elementat the center14 Involving every level ofan organization creating ownershipassessing the cultural landscape andcommunicating effectively are keyfactors Change always affects some-body somewheremdashboth internally andexternally IT organizations must doeverything possible to find engagedpeople who can advocate on behalf ofthe change strategy It helps to havechampions at all levels executiveswho can demonstrate the institutional

leadersrsquo commitment area leaders whocan reinforce commitment with theirworkforce and explain how the change

will benefit their part of the institu-tion and individual influencers whocan help determine success factorsidentify and address pain points andevangelize with their colleagues

But change management involves

more than communications and inclu-siveness A successful change is a fullydesigned change Too often institu-tional leaders conflate new initiativeswith new systems and fail to fully thinkthrough and execute on the business-end components The successfulintroduction of a new system mightrequire new or reengineered businessprocesses new roles and even differ-ent organizational structures Every

ldquoTechnology is now integrated into just about

every aspect of our colleges and universitiesThat allows us a myriad of opportunitiesto use technology to help students succeedacademically Using technology to helpstudents succeed is at the core of what we dordquo

mdashSteve FleagleChief Information Officer and Associate Vice President


FIGURE 9 Percentage of Institutions That Have Implemented the ITIL ChangeManagement Process

Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

23

13

25

30

44

44


Involvingevery level of an

organization creatingownership assessing thecultural landscape and

communicating effectivelyare key factors Changealways affects somebody

somewhere




change also demands a goodsupport strategy Rollouts are

vie wed as smo oth when endusers are already familiar with

the new system when theyhave job aids training andother practical tools and whenthey know where to go forhelp and receive it promptlyand effectively Changes affectthe IT organization as well asbusiness units A change man-agement plan needs to includeboth sets of changes The mul-tiple components of change aresubstantial and need to be builtinto project plans timelines

and budgetsChang e manag ement is

challenging on a good day Astechnology changes increasein pace variety and volumechang e manag ement chal-lenges multiply Change man-agement needs to be become acore capability of the IT organi-zation and a core competencyof the institution overall

Advice983150 Create a change manage-

ment role to ensure thatsomeone is expert in andable to lead and supportchange management efforts

983150 Adopt a change manage-ment methodology and useit to develop a change man-agement process and toolkitto support change manage-ment efforts

983150 Review IT policies to seew h e t h e r t h e y s u p p o r tchange while protecting thelegitimate interests of pri-

vacy and security983150 Have separate but linked

innovation and operationsactivities and budgets tounleash the innovationwork without burdening theoperations work

Providing IT support has alwaysbeen challenging Faculty staffand students with myriad needshave different requirementsof technology different levels

of expertise different communicationstyles and different service expectations

Technical issues can be sporadic andseem often to appear only when the ITsupport person is not present to iden-tify them Root-cause analysis within acomplex infrastructure can sometimesdevolve to trial and error And users wanttheir problems solved now now now

The ldquonew normalrdquo of mobile onlinelearning bring-your-own-everythingand cloud computing is the latest stepin the gradual migration of institutionalsystems from a tightly controlled environ-ment to a very diverse environment that is

out of the direct control of the institutionTen years ago most college and universitysystems were hosted on institutionallyowned servers and were delivered acrossinstitutionally owned networks ontoinstitutionally owned computers Thiscomputing environment was relativelyhomogeneous and the support responsi-bilities were clear Supporting MacintoshPCs or multiple versions of Windowsoperating systems was among the major

challenges of the day PDAs were nichedevices and phones still werenrsquot verysmart How easy that seems in retrospect

Today faculty staff and students

expect to use institutional systems and toaccess transmit and store data anytimeand anywhere using a wide variety ofpersonal and work devices and applica-tions Institutional applications haveburgeoned and integration points haveincreased exponentially The complexityof IT support has increased accordingly

Because faculty staff and studentsalready use mobile technology in theirpersonal lives theyrsquore likely more profi-cient with it than they would be if forcedto use a single platform for work Unfor-

tunately this variety that helps enableand free faculty students and staff alsomeans that IT support staff must becomeproficient with a much wider variety ofplatforms and systems The ldquonew normalrdquoalso presents new opportunities and newchallenges In a BYOD environmentend users may be more skilled with theirdevices than previously At the same timehowever IT professionals must becomemore skilled with a wide variety of tech-nologies and platforms

The rising popularity of cloud com-puting raises issues not just for providingsupport for a wide variety of platforms butalso for ensuring data security Even insti-tutions that arrange for secure cloud com-puting for institutional services have toconsider the risk that end users will chooseto use alternative cloud computing ser-

vices Another challenge of cloud comput-ing is when IT support staff find that theirability to troubleshoot and diagnose userproblems is curtailed because their accessto cloud-based infrastructure platforms

and services is more limited than theiraccess to campus-based technologiesIn many ways issues surrounding

user support do not change in the newnormal Many of the challenges remainthe same Fortunately many of the bestpractices in IT support also apply and canbe more useful than ever

It is very important for the ITorganization to clearly define the amountof support that faculty staff and students

Issue 7Providing User Support in

the New NormalmdashMobileOnline Education Cloudand BYOD Environments





can expect Service level agreements(SLAs) exist to provide clear informationabout what the IT organization can sup-portmdashas well as when where and how

quicklymdashand about end usersrsquo responsi-bilities SLAs define the limits of supportThey also commit the IT organization to acertain base level of service and describethe metrics that the IT organization willuse to measure its ability to achieve thatbaseline The best SLAs are a negotia-tion between the IT organization and thebusiness units ensuring that the IT sup-port end users need is within the boundsof what the IT organization is actuallycapable of delivering with its currentfunding levels

SLAs should be regularly renegoti-ated In the new normal this providesthe IT organization an opportunity tounderstand current support needs andto negotiate either new concrete limits orfunding increases to support increaseddemand IT organizations have com-

monly set priorities for IT support toclarify which applications devices andenvironments will receive full supportbest-effort support or no support It canbe just as important for the organizationto document and communicate the con-

figurations and combinations that donrsquotwork with institutional resources or thatconstitute special security risks

Effective repeatable processes can helpIT support become more efficient To datethe focus has been on ITIL processes such

FIGURE 10 Percentage of Institutions That Have Implemented Self-ServiceSupport

Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

59

66

67

74

80

89





as incident management and request management These are still excellent pathsto efficient IT support With these service management processes in place ITorganizations can consider moving beyond managing the support transaction tomanaging the customer Customer relationship management (CRM) applications

in higher education are most commonly applied to student applicants or alumniUsing a CRM to support the institutional community can help IT support movefrom a problem-oriented service to a value-oriented service

Escalation paths have always enabled IT support staff to easily and quicklydetermine who where and how to escalate support issues Now escalation pathswill increasingly leave the institution Tracking support tickets can become par-ticularly challenging

Knowledge management is key Providing support in the new normal is anincentive for institutions to invest in or expand knowledge bases or self-supportportals Self-service support is the least-expensive form of IT support and canalso provide better support 247 solutions that are documented and a consis-tent searchable database (see Figure 10) Self-service support documentationprovided by the IT organization can be augmented with moderated community

solutions to extend the efficiency and expertise of the IT support professionalsIT professionals who can communicate clearly and personably with end users

are still the most valuable resources an IT staff can have A certain level of empa-thy is useful not only for increasing user satisfaction but also for being able toaddress questions well The ability to put oneself in the place of an end user whodoes not spend all of hisher time steeped in the details of technology is a valu-able skill and one that should be fostered whenever possible

Advice983150 Help designers and faculty ensure accessibility and ADA compliance in

online education983150

Develop a data security governancestorage policy so that end users knowwhich data is appropriate for mobile and cloud services983150 If mobile support is currently at a ldquobest effortrdquo level consider making at least

some aspects of it ldquomission criticalrdquo983150 Consider a mobile device management (MDM) solution for mobile devices

that access institutional data983150 Audit the management of IT support to determine whether such practices as

SLAs ITIL processes and a service catalog are in place983150 Invest in knowledge management Begin with a knowledge management tool

for IT support staff Then expand the capability to provide end users withself-support resources extending to self-provisioning if possible

Issue 8Developing Mobile

Cloud and DigitalSecurity Policies ThatWork for Most of the

Institutional Community

Historically higher education insti-tutions have been in full controlof both the computers and theservices storing collegeuniversitydata We now find ourselves in

a world where faculty students and staff

access campus data with a wide variety ofdevices and servicesmdashmany of which areoutside the control of the institution Theproliferation of mobile devices and the useof cloud services create new questions forIT policy makers about information secu-rity and data management Employees andstudents alike are using personally ownedmobile devices to access institutionalresources E-mail is the most obviousbut with shared institutional data resid-ing in the cloud through services such asMicrosoft Office 365 and Google Apps for

Education people are accessing data inthe form of spreadsheets and reports froma variety of mobile devices from different

vendors most of whom offer to back updata from the mobile device into their owncloud-based storage With this confusionof services and profusion of providers(most of whom the institution has not con-tracted with for protecting the data) man-aging institutional data becomes more andmore difficult

ldquoThe explosion of online education ofcourse also increases the demand for 247supportmdashsupport that may be difficultor impossible for resource-limited ITdepartments to providerdquo

mdashJenny CrispQEP Director and Assistant Professor of English






The risks of doing nothing are clear When institutional data can easily andaccidentally migrate outside of the controlof the institution it becomes critical forthe IT organization to develop clear infor-mation and data-governance policies thatdefine and spell out the appropriate waysto store and access campus data

The dynamic and rapidly evolvingnature of technology and its use can provechallenging for institutions whose securitypolicies and procedures may be geared fortraditional information systems At mostinstitutions students and faculty are freeto explore and use emerging technologies

(in some cases even to create them) Infor-mation security policies must addressboth this need for exploration and the riskappetite of the institution (see Figure 11)

The specific cases of mobile devicesand cloud computing can be addressedunder a general framework for adapt-ing policies and processes to focus on

protecting data rather than for makingchanges in technology Informationsecurity policies and standards establisha base threshold for risk tolerance as wellas parameters that surround acceptedrisk (risk mitigation and containment) Awell-crafted information security policy

is focused on broad responsibilities thatdonrsquot change with new technologies

Increasingly policies have moved awayfrom technologies users or networks and

have become focused on information (anddata governance) This approach providesan opportunity to create risk- and security-focused controls that are largely unaffectedby changing technologies In this mannermobile and cloud policies can dovetail withdata-governance efforts (see Figure 12)Data governance as a framework addresseskey issues of information (eg availabilityintegrity security and privacy) regardless ofthe location and technology

Because data security requires thecooperation of every person who comes

in contact with institutional data the mereexistence of policies is not enough Onething that can help is a well-developedinformation security awareness and train-ing program Goals would be to incorpo-rate the program into the new employeeonboarding process and ultimately tomake its completion required of all mem-bers of the institutional community (stu-dents faculty staff and other affiliates)Even with those goals institutions will needto find ways to enforce policy at least for

institutionally owned devices Technology-based solutions like mobile device manage-ment (MDM) software are becoming morecommon (see Figure 13) Still that addressesonly a small fraction of all the devices thatare being used to access sensitive datameaning that policy and awareness remainour most important tools

Advice983150 Clarify the institutional approach to

emerging security issues to determine

when the institution should try to ldquogetaheadrdquo of emerging issues or when itshould ldquowait and seerdquo how the issuesaffect peer institutions

983150 Strengthen ties to the higher educationinformation security community byparticipating in the Higher EducationInformation Security Council (HEISC)and the Research and Education Net-working Information Sharing and

Analysis Center REN-ISAC

FIGURE 11 Distribution of Balance between IT Risk Control and Functionality Openness

5

10

15

20

0 100

50Balance

is our priorityFunctionalityopenness

is our priorityRisk controlis our priority

mean 56

P e r c e n t a g e

o f i n s t i t u t i o n s

Source Jacqueline Bichsel and Patrick Feehan Getting Your Ducks in a Row IT Governance Risk and CompliancePrograms in Higher Education (Louisville CO ECAR June 2014)

FIGURE 12 Institutional Data Security Practices


Institutions that assessIT risks related to cloud-

computing activities

IT organizations that havethe authority to manageor control decentralized

(end-user) actions that

involve release of dataor security breaches


67

54




983150 Review the overall institutional approach to creating policies to ensurethat they are sufficiently broad and technology-agnostic to accommodatechanges in new technologies

983150 Decide which policies should address all constituents in the same mannerand which should be adapted to various groups such as students facultystaff and affiliates

983150 Ensure that information-focused policies like data governance are tech-nology-independent However regularly track changes in the technologylandscape to review potential implications for and impact on policy

983150 Ensure that mobile and cloud policies are enforceable983150 Develop a communications and enforcement plan to ensure that members

of the institutional community understand and adhere to policies

Issue 9Developing an EnterpriseIT Architecture That Can

Respond to ChangingConditions and New

Opportunities

How higher education willrespond to the acceleration ofchange remains a top issue for2015 Using agility as a watch-word IT professionals have

often tried to predict or respond tochange by emulating a successful effortat another institution Yet the velocity ofchange in 2015 and beyond skews pastformulaic response Agility now requiresinstitutions to learn grow respondand become self-sustaining in shorteramounts of time

Enterprise IT architecture is the over-all structure within which the institu-tionrsquos information technology functionsand interrelates An effective enterpriseIT architecture is intentional and scal-

able ensuring that IT systems servicesand data flows can work together and aredesigned to support business processesand to advance business strategy Astechnology environments and optionscontinue to expand they present newopportunities to provide value to highereducation Without a clear IT architec-ture as an anchoring reference thosenew opportunities can easily burden aninstitution with a marvelous set of point

ldquoThose of us whose job it is to think aboutthese things understand the issues andtechnologies and with some thought (andsome long conversations with collegecounsel and risk management personnel)can come up with a strategy for addressing

the situation Developing policy languagethat will explain the problem and thestrategy for dealing with it in ways that areunderstandable to the bulk of the collegecommunity is infinitely more difficultrdquo

mdashMark I Berman Chief Information Officer

Siena College

FIGURE 13 Mobile Device Management Practices

Not in place

Being tracked

Being planned

Being implemented

In place at institutions

3

26

27

18

16

10

Respondents donrsquotknow what mobile device

management is

Source Susan Grajek Higher Educationrsquos Top 10 Strategic Technologies in 2015 research report(Louisville CO ECAR January 2015)





solutions that interoperate only with greatinitial and ongoing effort (and expenseand risk)

For many IT professionals the appealof working in academia is the opportunityfor new learning experiences through therich interplay of academic communitiestechnology research and collaborationHowever budget constraints and con-flicting priorities within higher educa-tion subcultures have often challenged

the feasibility of an IT architecture thattruly works for the entire institution Theldquoenterpriserdquo in enterprise IT architecturesrefers to a set of IT solutions that servethe entire institution The most effectiveIT architecture is one that works for thewhole enterprise rather than being aglove-fit for several individual areas

Emerging and maturing technolo-gies are presenting new conditions thatenterprise IT architects should considerThey include mobile multiple layers ofcloud solutions BYOD increasing digiti-

zation of the higher education missionsand the Internet of everything All thesetrends generate data streams and sourcesthat higher education is just beginningto value and use toadvance institutionalstrategy An effectiveenterprise IT architec-ture that can put all thepieces together cost-effectively and in ser-

vice to the enterprisecan truly become acompetitive advantagefor institutions (seeFigure 14)

For example ascloud and SaaS appli-cations proliferatethrough campusesthe integration of thoseapplications into the enterprise IT archi-tecture becomes a major concern anda major risk Applications that are not

integrated into the overarching IT archi-tecture cannot contribute their data tothe ldquoBig Picturerdquo They become islands ofdata that may be useful to the individual

department but can create a blind spot inthe top-level view of the institution

The creation or development of anIT architecture that can easily adapt andabsorb this quickly growing collection ofindependent software services is criticallyimportant to maintaining a comprehen-sive picture of the enterprise We have allheard the term big data and understandthat big rewards can be reaped from thecollation and analysis of all the smallpieces of information collected through-out our organizations An IT architecture

that can easily incorporate new applica-tions is going to be better able to presenta clear picture of what is going on andbetter able to inform strategic decisionmaking

Centralizing and standardizing fur-ther simplifies the ability to respondquickly to changes If a single platform

is used in multiple instances often achange can be made once and thenquickly duplicated to similar resourcesCentralized approaches for servicesminimize instances that would needto be changed so that when needed asingle change can provide enterpriseimpact

Good enterprise IT architecturecan make the IT organization and theinstitution more effective The obverse

ldquoTaking time to plan ahead with newprocurements will provide you a keystonefor future successrdquo

mdashMark C Adams Vice President for Information Technology


FIGURE 14 Institutional IT Architecture Approaches


I donrsquot understand this question

We have local IT architecturestandards and conform ourlocal and vendor systems to

that architecture

We locally integrate thearchitectures of multiple

major systems

We follow the architectureof a primary system or suite 32

56

10

2

A neffective enterprise

IT architectureis intentional and scalable

ensuring that IT systems servicesand data flows

can work togetherand are designed to support

business processes andto advance business strategy




is also true A recent Gartner warningapplies to more than just applicationsIn the absence of an architectureldquoapplications are built with little regard

for structure fitness for purpose ormaintainability And a lack of invest-ment in application architectureseriously compromises the ability todevelop composite applications andbusiness process management solu-tionsmdashboth of which rely on the abil-ity to readily integrate heterogeneousapplications and data sources Finallyan old or accidental application archi-tecture results in systems that are dif-ficult to change and difficult to debugdriving up costs budget risk and sched-

ule uncertaintyrdquo15

A well-defined enterprise IT archi-tecture will be instrumental for manag-ing change and optimizing opportuni-ties To sustain and grow a dynamicIT architecture IT leaders must not

Advice983150 Determine the extent to which the institutional culture will support a standardized

environment and enterprise-wide architecture Take a strategic and staged approachto implementing enterprise architecture rather than trying to accommodate theentire institution at once Work with receptive institutional partners to develop achange management strategy to accelerate effective adoption

983150 Remember that a dynamic enterprise architecture requires high-level continuousplanning and review Within the IT organization establish staff roles that are respon-sible for enterprise architecture

983150 Consider applying agile methodology concepts to culture and operations as well asto development to help the IT organization respond nimbly and quickly to changes

983150 Whenever possible select andor design systems as configurable rather than as fixedsingle-use resources

983150 Develop standards for classifying data in a systematic and consistent manner acrossall institutional and departmental systems including those in the cloud

overlook the importance of the ITorganizational culture Great ideasor future roadblocks will arise fromthe daily decisions of IT staff Leaders

should educate and encourage staff toconsider flexibility and adaptability indaily decision making Additionally the

IT culture should adhere to a philoso-phy of collaboration with institutionalpartners A culture of collaborationwill facilitate the gathering of more

reliable scope definitions for new proj-ects ultimately simplifying the changeprocess





Issue 10Balancing Agility

Openness and Security

The delicate act of balancing thecomplex needs for opennessand freedom in higher educa-tion against the backdrop of anestimated 822 million records

breached worldwide remains a fore-front issue16 In a world of increasingand complex security threats highereducation institutions must move from

a reactive to a proactive response intheir IT security infrastructure Protect-ing data and networks while maintain-ing openness and agility requires abalanced and open approach The chal-lenges abound

Perhaps the biggest of these chal-lenges is the human element Facultystudents and staff should be preparedand empowered to conduct themselvessafely securely and ethically in thecyberworld Tools and programs suchas the HEISC Information Security Guide

and the Stay Safe Online program of theNational Cyber Security Alliance canprove very useful in helping to meetthis need17 To balance agility opennessand security IT leaders must increas-ingly push auditable accountability outto users and their managers

In addition as the interest in analyt-ics continues to grow daily operationsthroughout the academy are becominghighly dependent on access to data

needed to support and safeguard col-laborative research across disciplinesinstitutions and organizations Feder-ated identity is providing a first step for

access to institutional services (see Fig-ure 15) but more is needed especiallyin areas such as intellectual propertycopyright and export control

Still another challenge is the needfor agility in the delivery of technology-based solutions and services This is adriving force in the evolution towardcloud-based services The IT organiza-tion needs to be architecting services

and solutions that can be introducedand modified and even retired inrapid fashion This is no different fromthe situation in many other industries

This is a paradoxical and importantissue for higher education in 2015 asthe penalties and costs of data breachesgrow the value of the data to be used

and leveraged in the academic missionis also growing Student outcomes areincreasingly tied to the brand of an insti-tution as prospective students and theirparents try to search for value metricsto help select a college or universityMetrics of real value entail an increaseduse of available datamdashand that portendsrisk IT organizations must have a strat-egy to allow access to adequate secureand appropriate datafor more entities inthe higher education

ecosystem while alsotak ing the utmostcare for the privacy ofindividuals

An ot he r ar ea ofchallenge concernsthe research missionM u c h r e s e a r c h i sconducted with pro-totypes or special-ized technology thatinstitutional IT staff

neither support norare aware of Howshould the IT organization handle theunknowns in this scenario Further-more in an era of participatory andldquocrowdrdquo culture improvements are

FIGURE 15 Percentage of Institutions with Federated Identity Management inPlace

33

7

15

15

5

11

8

24

14

38

19

57

Implementing

In place

Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public


ITorganizations must havea strategy to allow access

to adequate secureand appropriate data

for more entitiesin the higher education

ecosystem while also takingthe utmost care for theprivacy of individuals





and in society in general Securinginstitutional data in the cloud becomesan accountability that institutionsmust share with both end users and

solution providers Security strate-gies are becoming more fine-grainedand dependent on cooperation with

vendorsNot all cloud sourcing is done by

the central IT organization Vendorsare going directly to end users and vice

versa If the IT organization cannot beagile enough in its review and imple-mentation of cloud services the path ofleast resistance for users may be to workindependently with vendors perhapswithout effective security safeguards

Agility and openness are not dia-metrically opposed to security They

are sometimes interpreted in this waybecause agility and openness oftenmean accepting certain business risksInstitutions may find themselves simul-taneously accepting more risk with new

agile business practices and working toreduce the risk of information breachesand system outages Where these risksoverlap well-defined and effective pro-cesses can help maintain a balance

Agility can imply acceptance of therisk of spending less time in thoroughplanning and execution of a project orit can imply leveraging a suite of exist-ing well-defined and vetted compo-nents to build something new This is a

ldquoHaving the infrastructure and technologiesis manageable to a great degree The human

element is perhaps the biggest challenge inthis equationrdquomdashFrancisca Yonekura

Associate Department Head Center for Distributed LearningUniversity of Central Florida

Open dialogue is the key to bal-ancing risks Candid conversationsbetween CIOs and Chief InformationSecurity Officers (CISOs) Chief Pri-

vacy Officers (CPOs) and stakeholdersare crucial If parties are amenable todiscussions about goals those conver-sations can lead to a greater understand-ing among participants and can openadditional doors to accomplishingthose goals within the risk tolerance ofthe institution

A gilitycan imply acceptance

of the risk of spendingless time in

thorough planning andexecution of a project

or it can imply leveraging asuite of existingwell-defined and

vetted components tobuild something new

Advice983150 Develop a risk profile for both established and new technologies to determine

the appropriate level of risk983150 Educate faculty staff and students to understand the consequences of risk to the

institution in addition to themselves and the steps they should take to minimizethat risk

983150 Brief senior leaders and the board of directors on the current threat environment983150 Develop a security framework and educate community members on how the IT

organization is protecting their data intellectual property and the network983150 Upgrade security tools to enable a proactive response Participate in the EDU-

CAUSE Core Data Survey to benchmark specific security practices and tools983150 Develop a strong partnership among institutional leaders functional leaders

(eg academics research administration) and information security leaders Work in partnership to lead by example

983150 Consider taking a ldquomake it work unless it doesnrsquotrdquo approach in which risks are

identified and addressed instead of automatically avoided983150 Establish a process for identifying assessing and documenting risks to supportdecisions of risk mitigationacceptanceavoidancetransference

983150 Develop data-governance policies and practices983150 Determine the ways in which faculty and institutional leaders need to collaborate

with colleagues at other institutions corporations and government Review theimplications for security and develop an approach that will support collabora-tion and safeguard institutional data

method for mitigating the risks of rapidaction

Openness sounds to many peoplelike exposure to risk but defining the

scope of openness and acting proac-tively can enable open data access withminimal risk Even data protected byregulations such as the Health Insur-ance Portability and Accountability

Act (HIPAA) can be more accessible toresearchers if proper de-identificationand review has occurred




An Administrative IT Perspective on the Top 10 IT IssuesBetsy Tippens Reinitz

T

hree of the EDUCAUSE Top 10 IT Issues for 2015offer a useful lens for viewing administrative ITprograms at higher education institutions Takentogether these three issues can serve as a roadmap for

administrative IT strategy

983150 First determine the costs of administrative services andusing that information work to gain efficiencies in thedelivery of those services potentially freeing up resourcesthat can be reallocated to areas that enable growth andinnovation (Issue 3)

983150 Next prepare for the future by developing an effectivesourcing strategy that promotes flexibility and agility(Issue 9)

983150 Finally demonstrate the business value of administra-tive information technology by using its data for businessintelligence and analytics initiatives in support of the

institutional mission (Issue 5)

Issue 3 Developing IT Funding Models That SustainCore Service Support Innovation and Facilitate GrowthUnderstanding the full costs of providing administrativeIT services is a necessary first step in developing this kindof funding model But these costs are difficult to calculateThey are a combination of one-time and ongoing costs andthey use both capital and operating funds They involve staffresources software licenses hardware expenses and long-and short-term contracts They also include hidden costssuch as energy and facility expenses Although understand-

ing these costs is essential calculating these costs can be anoverwhelming task If resources for this costing work are lim-ited IT leaders can still make progress by getting an approxi-mation of costs as a starting point

Once costs are better understood IT leaders should lookfor ways to be more efficient keeping in mind that mostadministrative IT services though essential to operations donot significantly differentiate one institution from anotherMany administrative systems are heavily customized in waysthat may contribute to the cost of the service without adding

value IT leaders should work with functional units to gainefficiencies through standardization and redesign of businessprocesses in order to decrease customizations and align pro-cesses The resulting reduced or avoided costs may allow for

the reallocation of resources from a focus on the operation ofthe institution to a focus on its growth or transformation

IT leaders should also consider looking outside their orga-nizations for innovation opportunities For example decen-tralized IT units may be able to foster growth and innovationin ways not possible within the central IT organization

Issue 9 Developing an Enterprise IT ArchitectureThat Can Respond to Changing Conditions and NewOpportunitiesIT leaders need to be ready for potentially big changes in howthey architect and deliver administrative IT services With thegrowth of cloud services an enterprise architecture that fol-

lows one primary system or suite is becoming less practicalwhile the integration of architecture and data from multiplesystems is becoming more common

As the IT focus shifts away from the delivery of technol-

ogy to the delivery of services IT leaders need to consider theimportance of flexibility for future data integration And asmore administrative services are moved to hosted solutionsinstitutional leaders need to develop strategies for data flowbetween campus-hosted and off-site systems Staff skill setsmay also need to evolve as data integration and contract man-agement become more important

To set direction IT leaders should develop criteria fordecision making about the hosting and managing of admin-istrative services It is important to think of the services

IT leaders need to educate their institutionsabout the importance of data in furtheringinstitutional goals and they need to play aleadership role in developing an analyticsstrategy that supports those goals

Institutional DifferencesThe EDUCAUSE Top 10 IT Issues for2015 reflect the aggregate priorities ofhigher education institutions Someissues were more or less important forcertain types of institutions18 Respon-dents to the Top 10 IT Issues surveycould choose from a total of eighteenissues Of the eight issues that did notmake the overall Top 10 list five were inthe Top 10 of certain types of institution

983150 Sourcing technologies and services at scaleto reduce costs (via cloud greater centraliza-tion of IT cross-institutional collabora-tions and so forth) was a Top 10 IT issuefor community colleges public mas-terrsquos universities doctoral universi-ties and large institutions (those with8000 or more students)

983150 Managing data across systems (data governance) was a Top 10 IT issue forprivate masterrsquos universities doctoral

Discussionand

Conclusions




themselves as the focus of the decisionrather than the technology used toprovide the services Decision criteriawill vary depending on campus culture

available resources and long-termgoals but may include issues related tothe recovery and retention of data themanagement of institutional risk andthe ability to conform to applicableregulations and laws Many institutionsare considering a cloud-first strategy inwhich a cloud solution is favored when-ever feasible Cloud solutions can offerscalability and flexibility not availablethrough on-premise hosting as well asfaster deployments and upgrades

Issue 5 Demonstrating theBusiness Value of InformationTechnology and How the ITOrganization Can Help the Institution

Achieve Its Goals Although the operational aspects ofadministrative IT systems are critical toinstitutional goals the business value ofinformation technology can be demon-strated most clearly through the use ofanalytics and business intelligence

Administrative data serves as an important institutional

asset but the strategic value of administrative informationtechnology is sometimes under-realized IT leaders need toeducate their institutions about the importance of data infurthering institutional goals and they need to play a leader-ship role in developing an analytics strategy that supportsthose goals Components of this enterprise strategy shouldinclude a shared vision for the use of analytics and businessintelligence a shared governance model an effective data-management plan and common data definitions As part ofthis work IT leaders should develop partnerships across the

enterprise build alliances with func-tional units and enlist others to helptell the IT tale Developing strategiesfor using administrative IT data for

analytics and business intelligence isan important way in which institutionscan optimize the value of informationtechnology

The Administrative IT Value Administrative information technol-ogy represents a significant expensebut it is also an important asset forhigher education institutions IT lead-ers should work to gain efficiencies intheir administrative IT areas in orderto free up resources that can be reallo-

cated for growth and transformationinitiatives for their institutions Theyshould strive to build administrativeservices to be as flexible and adaptableas possible making use of the evolv-ing variety of sourcing options in a waythat is appropriate for their culture andresources Those efforts will allow col-leges and universities to reach beyondoperational efficiency with administra-

tive information technology adding strategic value throughanalytics and business intelligence

copy 2015 Betsy Tippens Reinitz The text of this article is licensed under the CreativeCommons Attribution-NonCommercial-NoDerivatives 40 International License

(httpcreative commonsorglicensesby-nc-nd40)

ISSUE 3Developing IT funding models that sustain

core service support innovationand facilitate growth

Definecosts

Gainefficiencies

Reallocateresources

ISSUE 9

Developing an enterprise IT architecturethat can respond to changing conditions

and new opportunities

Build a sourcingstrategy

Aim for flexibilityand agility

ISSUE 5

Demonstrating the business valueof information technology and how theIT organization can help the institution

achieve its goals

Use data for business intelligenceand analytics

Betsy Tippens Reinitz

(breinitzeducauseedu)

is Director of Administrative IT

Programs EDUCAUSE

institutions and very small (fewerthan 2000 FTEs) and very large insti-tutions (greater than 15000 FTEs)

983150 Developing a strategy for implementinganalytics was a Top 10 IT issue for pub-lic doctoral universities

983150 Balancing time and resources spent on inno-vation with those spent on execution was aTop 10 IT issue for institutions with2000ndash3999 FTEs

983150 Responding to and maximizing oppor-

tunities from the combination of changesin higher education and in informationtechnology was a Top 10 IT issue forinstitutions with 4000ndash7999 FTEs

Common ThreadsMany of the issues are intertwined Forexample Developing an enterprise IT archi-tecture (issue 9) can help enable Balanc-ing agility openness and security (issue 10)Issue 8 (Developing mobile cloud and digital

security policies) is arguably a specificinstance of issue 10 (Balancing agilityopenness and security)

The data in applicationsmdashwhetherresearch financials HR records spaceassignments student records or e-mailmessagesmdashwas once largely incidentalto the job of the IT organization Nowthe IT organization is acutely aware of itsresponsibilities for managing leverag-ing and securing the data in the systems




T

he EDUCAUSE Top 10 IT Issues list presents a yearly lookat the issues facing higher education institutions This

year the EDUCAUSE IT Issues Panel invited the HigherEducation Information Security Council (HEISC) to iden-

tify the top strategic issues facing campus informationsecurity departments By responding to a brief survey members ofthe higher education information security communitymdashincludingChief Information Officers (CIOs) Chief Information SecurityOfficers (CISOs) IT directors and managers and IT staff mem-bersmdashidentified and selected their top three issues

1 Developing an effective information security strategy thatresponds to institutional organization and culture and that ele-

vates information security concerns to institutional leadership2 Ensuring that members of the institutional community (stu-

dents faculty and staff) receive information security educationand training

3 Developing security policies for mobile cloud and digitalresources (including issues of data handlingprotection accesscontrol and end-user awareness)

Underpinning these strategic issues is the notion of address-ing institutional risks and employing enterprise risk managementpractices ldquoAll of the issues identified on an institutionrsquos list shouldbe there based on an institutional risk assessmentrdquo said Melissa

Woo the CIO and Vice Provost for Information Services at theUniversity of Oregon and a HEISC co-chair Mature informationsecurity programs in higher education have a strong history ofusing well-established risk management concepts which help an

institution identify the unique information security risks that itfaces Woo added ldquoNot every institution will address the identified

risks in the same waymdashyou have to respond to them in a way thatmakes sense for the institutionrsquos organization and culturerdquo

Developing an effective information security strategy was the top issueidentified by the information security community Developing

such a strategy is the first step in establishing information securityas an institutional strategic partner rather than an operational con-cern An information security strategic plan is a high-level set ofpriorities for achieving information security goals and objectivesIt is more than a recitation of the types of technologies to imple-ment in order to help keep institutional data and resources securein addition it is a forward-looking document that relates infor-mation security goals and objectives to the overall institutionalmission An information security strategic plan must be flexiblein response to emerging information security issues and chang-ing regulatory environments It also should contain short-termand long-term objectives performance targets and metrics Theinformation security strategic plan is the vehicle that helps elevate

important information security concerns to leadershipEnsuring that members of the institutional community receive informa-

tion security education and training was the second issue identifiedby the information security community Members of the institu-tional community use information technology systems and thedata in those systems daily Making sure that students faculty andstaff have adequate training on how to use and protect the dataentrusted to and generated by the institution is of critical impor-tance From 2005 to 2013 unintentional human error (eg postingsensitive information on a website or otherwise mishandling data)and insider threats (eg an intentional breach of information bysomeone with legitimate access) accounted for 33 percent of data

breaches in higher education as compiled from a data set drawnfrom data breach information reported by the Privacy Rights

The Top 3 Strategic Information Security IssuesJoanna Lyn Grama and Valerie Vogel

and applications it manages This data isincreasingly useful regulated and vul-nerable The strategic advantage of dataused in analytics is common to Improv-ing student outcomes (issue 4) and Dem-onstrating the business value of informationtechnology (issue 5) Data governance isanother common thread that binds sev-

eral issues Lack of institutional controlover data is a challenge for Providing usersupport in the new normal (issue 7) Devel-oping mobile cloud and digital security policies (issue 8) and Balancing agility opennessand security (issue 10) The need to safe-guard institutional data is germane to allthose issues as well

Some technologies are particularlyrelevant this year Cloud computing influ-ences most issues the IT organization

funding models user support securityarchitecture and IT staffing Mobile com-puting is another strong thread one thatin fact dominates the 2015 Top 10 StrategicTechnologies list19

Institutions are struggling to achievea balance between openness andindividualdepartmental autonomy on

the one hand andsecurity and cost-effectiveness onthe other Highereducation has longplaced autonomyahead of controlto provide faculty with an environmentconducive to scholarship and discoveryThe tradition of distinguishing betweenand separating academic and admin-

istrative technologies and systems is atleast in part a strategy to support two

very different institutional lines of busi-ness In theory this separation providesfaculty with the freedom to use the tech-nologies and establish the collaborationsbest suited to their work while enablingadministrators to adopt strong controls

and efficient business practices And yet academic autonomy has permeatedadministrative units and processesresulting in duplicative and extensively




Clearinghouse (httpswwwprivacy rightsorg)1 ldquoOur commu-nity has noted the importance of a strategy to promote and expandinformation security awareness and education Informationsecurity is everyonersquos responsibilityrdquo said Peter Murray the CIOand Vice President for Information Technology at the Universityof Maryland Baltimore ldquoWe know that risks are reduced wheninformation security becomes an integral part of an institutionrsquosculturerdquo

Finally the information security community identified devel-oping security policies for mobile cloud and digital resources as the thirdinformation security strategic issue for 2015 This issue is also rep-resented on the 2015 EDUCAUSE Top 10 IT Issues list (8) high-lighting that the information security community and the largerIT community both recognize the importance of security policiesthat protect institutional data no matter where it is stored or how itis accessed The proliferation of cloud services and mobile devicesis forcing institutions to move beyond frameworks that rely onspecific technologies and to instead focus on data governanceand data management issues that are technology-agnostic Themove to the cloud and usersrsquo mobile access to cloud resourcesalso force institutions to rethink already established institutional

policies ldquoIncident response policies are also impacted by themove to mobile access and cloud servicesrdquo said Elias Eldayrie the

Vice President and CIO at the University of Florida and a HEISCCo-Chair ldquoWe have to quickly learn about incidents that affectthird-party service providers and we need to be able to rely on

vendors to implement or recommend fixes so that we can protectinstitutional datardquo

EDUCAUSE has a number of resources that colleges and universities can consult for their information security activitiesincluding resources on developing strategies promoting trainingand awareness and developing policies and procedures TheHEISC Information Security Guide Effective Practices and Solutions for

Higher Education (httpwwweducauseedusecurity guide) is theonly resource developed by higher education information security

practitioners for higher education information security practitio-ners The guide features toolkits case studies best practices andrecommendations to help jump-start campus information secu-rity initiatives Another resource is the annual EDUCAUSE Secu-rity Professionals Conference which will be held in Minneapolisin May 2015 The conference showcases information securitythought leadership and offers numerous professional develop-ment activities for information security professionals at all career

levels We hope these resources will be useful in helping campusinformation security departments successfully address the topthree strategic information security issues

Note

1 See Figure 6 Types of Data Breaches in Higher Education 2005ndash2013 inJoanna L Grama ldquoJust in Time Research Data Breaches in Higher EducationrdquoEDUCAUSE Center for Analysis and Research (ECAR) research report May20 2014 httpwwweducauseedulibraryresourcesjust-time-research-data-breaches-higher-education

copy 2015 Joanna Lyn Grama and Valerie Vogel The text of this article is licensed

under the Creative Commons Attribution-NonCommercial-NoDerivatives 40

International License (httpcreative commonsorglicensesby-nc-nd40)

customized business systems In themeantime the lines between adminis-trative and academic technologies andusers have blurred Faculty have bothacademic and administrative roles TheLMS is an academic application withadministrative uses Or vice versa Insti-tutions are reassessing their choices

in light of budget constraints securitychallenges opportunities providedby new technologies and the desireto apply analytics techniques to data

housed across disparate systems Theefforts of higher education institutionsto centralize and standardize withoutimpeding innovation or academicautonomy are playing out at least looselyin almost every one of the 2015 EDU-CAUSE Top 10 IT Issues

Collaboration is another common

thread Centraland distributedIT organizationsneed to collaboratemore to achievean enterprise ITarchitecture that

works for the entire institution to opti-mize the use of technology in teachingand learning to retain and develop thebest technology staff and to manage

change The IT organization and busi-ness units need to collaborate more tooptimize the use of technology in teach-ing and learning to ensure that informa-tion technology is delivering the best

value to standardize and optimize pro-cesses to implement change to developeffective IT funding models to use

institutional data most effectively and topromote good information security TheIT organization and end users need tocollaborate more on end-user comput-ing needs and effective security

Collaboration extends beyond theinstitution for both faculty and ITorganizations Research and scholarlyactivities depend on cross-institutionaland international collaborations that IT

Joanna Lyn Grama (jgrama

educauseedu) is IT GRC and

Cybersecurity Program Director

EDUCAUSE

Valerie Vogel (vvogeleducause

edu) is Program Manager

EDUCAUSE





I

n his 2004 book The Wisdom of Crowds James Surowiecki wroteldquoUnder the right circumstances groups are remarkably intel-ligent and are often smarter than the smartest people in them when our imperfect judgments are aggregated in the right

way our collective intelligence is often excellentrdquo1 Taking heedof Surowieckirsquos insight the EDUCAUSE Learning Initiative (ELI)has been surveying the teaching and learning community annu-ally since 2011 to gain collective insight into the key issuesin higher education teaching and learning The product of thatconsultation is the ELI Content Anchor Project (httpwwweducauseedueliinitiativescontent-anchors)

The EDUCAUSE Top 10 IT Issues and the ELI Content AnchorSurvey converge on key areas bringing together complementaryperspectives The Top 10 IT Issues focus on information technol-ogy viewed through the lens of the institutional IT organizationunder a CIO The ELI content anchors represent the teachingand learning perspective which views technology as a strategic

enabler while also focusing on teaching andlearning as a broad intracampus practiceThe two themes on which these perspec-tives coincide and intersect are of specialimportance the convergence flags broadagreement about the significance of thoseissues

The first intersecting theme is improv-ing student outcomes which has been on theEDUCAUSE Top 10 IT Issues list for the pastthree years (2 in 2013 1 in 2014 and now4 in 2015) and which appeared as assessment

of student learning in the ELI content anchors(1 in 2014) Fundamentally both lists arepointing to the same thing the improve-ment of student learning outcomes throughthe creative use of technology which in turnsupports greater overall student success The issue has also beenhighly ranked in both listsmdashstrong evidence that student successand student learning are broadly relevant across all of higher edu-cation today

An example of this theme is the use of learning analytics as away to leverage technology to improve student outcomes Ana-lytics can be a key technology tool that if used effectively canlead to measurable improvements in student success and hence

to increased completion rates A learning analytics strategymdashembedded into a campus technology architecture that integratescurricular applications data and key institutional perspectivesmdashcan enable success for students throughout their educationalexperience

Another ELI content anchor connected to this theme of stu-dent learning outcomes is evaluating technology-based instructionalinnovations (6 in 2014) Both the Top 10 IT Issue and this contentanchor stress the need for strategically leveraging technology and theimportance of assessing the impact of innovations Most impor-tant this content anchor calls for an emphasis on effective peda-

gogical practice that is supported by technology as well as on anexploration of new course models

The second intersection is between the Top 10 IT Issue of opti-mizing the use of technology in teaching and learning in collaboration with

academic leadership (2 in 2015) and several ELI content anchors fac-ulty development (3 in 2014) academic transformation (4 in2014) and working with emerging technology (in the top 4 since2012) The ldquoTop 10 IT Issues 2015rdquo article describes how impor-tant it is to involve academic leadership especially the faculty inthis process of optimization The article notes that the mostimportant way to achieve this optimization is to help faculty insuccessfully integrating technology into their pedagogy in directsupport of course objectives This emphasis on faculty engage-ment and development is no accident faculty developmentremains a perennial issue with the teaching and learningcommunity

The perspectives evident in the EDUCAUSE Top 10 IT Issues

and the ELI Content Anchors Project present technology as a stra-tegic enabler of the teaching and learning enterprise on the onehand and reveal teaching and learning as a key area of emphasisfor the campus IT organization on the other When these twoperspectives converge the essential issues and themes come intorelief Given the complementary nature of their perspectivesthe Top 10 IT Issues and the ELI Content Anchors Project cantogether serve as reference points and as points of departure forcampus discussions and as a planning framework for develop-ment days and workshops On a broader level they can be used asa tool for campus strategic planning not only providing contextbut also helping to ensure that strategic plans address the full

spectrum of institutional issues and opportunities

ELI will announce the results of the survey for the 2015 content anchors atits annual meeting February 9ndash11 2015

Note

1 James Surowiecki The Wisdom of Crowds Why the Many Are Smarter than the Fewand How Collective Wisdom Shapes Business Economies Societies and Nations (New York Doubleday 2004) xiii-xiv

copy 2015 Veronica Diaz and Malcolm Brown The text of this article is licensed under

the Creative Commons Attribution-NonCommercial-NoDerivatives 40 International

License (httpcreativecommonsorglicensesby-nc-nd40)

The Top 10 IT Issues and the ELI Content Anchors ConvergenceVeronica Diaz and Malcolm Brown

The ELIcontentanchorsrepresentthe teachingand learningperspectivewhich viewstechnologyas a strategicenabler

Veronica Diaz (vdiazeducause

edu) is Associate Director ELI

and Director of Online Programs

EDUCAUSE

Malcolm Brown (mbrown

educuaseedu) is Director ELI

EDUCAUSE




organizations must support effectivelyand securely IT organizations need tocollaborate with vendors on relation-ships that are far less transactional andfar more interdependent

The IT organization is at the intersec-

tion of two fields at inflection pointshigher education and information tech-nology At this time of change peril andinnovation the collaborations among ITleaders across higher education and theecosystem that supports them will bemost important of all Collectively thosein the profession of information technol-ogy in higher education can co-discoverco-create and co-lead higher educationto optimize its use of technology at thispivotal time 983150

Notes1 Andrew W Grove keynote address Academy

of Management Annual Meeting San DiegoCA August 9 1998 httpwwwintelcompressroomarchivespeechesag080998htm

2 The cycle of Moorersquos Law from Intel cofounderGordon Moore is generally accepted to beeighteen months although predictions haveranged from as few as six months to three years or more Moorersquos original prediction wasf i d i b h l h i

Computers Exceed Human Intelligence (New York Viking Penguin 1999)

4 Erik Brynjolfsson and Andrew McAfee TheSecond Machine Age Work Progress and Prosperityin a Time of Brilliant Technologies (New York WWNorton amp Company 2014) 7ndash8

5 Geoffrey A Moore Crossing the Chasm Marketingand Selling Technology Products to MainstreamCustomers (New York HarperBusiness 1991)

6 Reference to Marshall McLuhanrsquos famous quoteldquothe medium is the messagerdquo from UnderstandingMedia The Extensions of Man (1964)

7 Jacqueline Bichsel and Patrick Feehan GettingYour Ducks in a Row IT Governance Risk andCompliance Programs in Higher Education researchreport (Louisville CO ECAR June 2014) 7

8 For more on Integrated Planning and AdvisingServices (IPAS) research see the ECAR IPAS Hubhttpwwweducauseedulibraryresourcesintegrated-planning-and-advising-services-research

9 Jacqueline Bichsel Todayrsquos Higher Education ITWorkforce (Louisville CO ECAR January 2014)

10 Erik Brynjolfsson and Andrew McAfee Raceagainst the Machine How the Digital Revolution

Is Accelerating Innovation Driving Productivityand Irreversibly Transforming Employment and theEconomy (Lexington MA Digital Frontier Press2011) 20

11 Eden Dahlstrom and D Christopher BrooksECAR Study of Faculty and Information Technology2014 (Louisville CO ECAR July 2014) EdenDahlstrom and Jacqueline Bichsel ECAR Studyof Undergraduate Students and Information Technology2014 (Louisville CO ECAR October 2014)

12 J ff M Hi tt ADKAR A M d l f Ch

Group Dynamicsrdquo in Dorwin Cartwright edField Theory in Social Science (New York Harperamp Row 1951) John P Kotter ldquo Leading Change Why Transformation Efforts Failrdquo HarvardBusiness Review March-April 1995 1ndash10

13 Glenn Llopis ldquoChange Management RequiresLeadership Clarity and Alignme ntrdquo Forbescom June 30 2014 httpwwwforbescomsitesglennllopis20140630change-management-requires-leadership-clarity-and-alignment

14 John Jones DeAnne Aguirre and Matthew Calderone ldquo10 Principles of ChangeManagementrdquo strategy+business April 15 2004httpwwwstrategy-businesscomarticlerr00006pg=all

15 Ross Altman W Roy Schulte Yefim V NatisMassimo Pezzini Mark Driver CathleenE Blanton Nathan Wilson and Gordon Van Huizen Agenda Overview for Applicatio n Architecture 2014 Gartner G00261571 January 102014

16 The number of records breached is from 2013See Risk Based Security and Open SecurityFoundation Data Breach QuickView An ExecutiversquosGuide to 2013 Data Breach Trends February2014 htt pswwwriskbasedsecuritycomreports2013-DataBreachQuickViewpdf

17 Higher Education Information SecurityCouncil (HEISC) Information Security GuideEffective Practices and Solutions for Higher Education httpwwweducauseedulibraryresourcesinformation-security-guide-effective-practices-and-solutions-higher-education National CyberSecurity Alliance Stay Safe Online website httpwwwstaysafeonlineorg

18 For Top 10 IT Issues lists for different typesof institutions (based on Carnegie Class sizeand approach to technology adoption) see theEDUCAUSE Top 10 IT Issues website httpwwweducauseeduresearch-and-publicationsresearchtop-10-it-issues

19 Susan Grajek Higher Educationrsquos Top 10Strategic Technologies in 2015 research report(Louisville CO ECAR January 2015) ldquoStrategictechnologiesrdquo are defined as relatively newtechnologies that institutions will be spendingthe most time implementing planning andtracking in 2015

Susan Grajek (sgrajek

educauseedu) is EDUCAUSE

Vice President for Data

Research and Analytics

copy 2015 Susan Grajek and the 2014ndash2015

EDUCAUSE IT Issues Panel The text of this article

is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 40 International

License (httpcreativecommonsorglicensesby-nc-

nd40)

The EDUCAUSE Top 10IT Issues Website

(httpwwweducauseeduITissues)

offers the following resources983150 A video summary of the Top 10 IT issues

983150 Recommended readings and EDUCAUSE resources for each of theTop 10 IT issues

983150 Interactive graphics depicting issues trends year-to-year and by institutional characteristics

983150 IT Issues lists by institutional type

983150 Top 10 IT Issues presentation at the EDUCAUSE 2014 AnnualConference

983150 HTML and PDF links to this EDUCAUSE Review article




By Susan Grajek and the 2014ndash2015 EDUCAUSE IT Issues Panel

C

hange continues to characterize the EDUCAUSE Top 10 ITIssues in 2015 The pace of change seems not to be slowing butrather is increasing and is happening on many fronts Thereis reason to believe that higher education information tech-nology has reached an inflection pointmdashthe point at which

the trends that have dominated thought leadership and havemotivated early adopters are now cascading into the main-stream This inflection point is the biggest of three themes

of change characterizing the 2015 EDUCAUSE Top 10 IT Issues (see Figure 1) A second dimension of change is the shifting focus of IT leaders and profes-sionals from technical problems to business problems along with the ensuinginterdependence between the IT organization and business units Underlyingall this strategic change the day-to-day work of the IT organization goes on Butchange dominates even the day-to-day where challenges are in some ways morecomplex than ever This ldquonew normalrdquo is the third theme of change

TOP 10

IT ISSUES2015

Inflection

Point





Themes ofChange













INFLECTION POINT






THE NEW NORMAL















































3

43





3

24

27













Mark C Adams


Technology


Mark I Berman


Siena College

Christian Boniforti


Lynn University

Michael Bourque


Technology Services

Boston College





Keelan Cleary



Jenny Crisp




Patrick Cronin


Technology


Lisa M Davis




Andrea Deau


Technology


Extension

Patrick J Feehan



Steve Fleagle




Tom Haymes




Richard A Holmgren



Brad Judy


Security


James Kulich


Information Officer

Elmhurst College

Jo Meyertons


Technology

Linfield College

Kevin Morooney



Information Officer


University

Angela Neria



Celeste M Schwartz


Services

Montgomery County

Community College

Paul Sherlock



Francisca Yonekura





2014ndash2015


























CIOs MANAGERS STAFF


























Technology to Use

C









Boston College























3D printers


E-portfolios




LMS




50250 75 100


The

















































Institutionalgrowth



1576 9
























































46

66

73

Early alert systems


Academic advising






experience







TOP 10 IT ISSUES


IMPROVING

STUDENT

OUTCOMES




soft skills

moreresources



65






staff say they need





is spent on growth


Students respond



not at allimportant



1

veryimportant

5


in the classroom




1 in 4







76

15

9



I am neutral



Spending model


Institution type

Size


CIO reporting line

25

0

50

75

100

E D U C

A U S E E

R E S

E A R C

H S N

A P S H

O T





DEMONSTRATING

VALUE OF IT

DEVELOPING

SECURITY

POLICIES FOR

THE INSTITUTION


ARCHITECTURE



INCREASING CAPACITY

FOR CHANGE












major systems



20142013

25

0

50

75

100

2015 projection

Smartphones

Tablets

86

47

31

76

58

90




66

66

84

82

79

70

36

1

33

29



and access














corresponding risks






81of institutions



7357

69

22

Faculty

Students

effectiveness

importance

effectiveness

importance

effectiveness

importance

6 3 10 10

Breachcauses

53Administration

37Teaching

and learning

10Researchother





















Achieve Its Goals






























Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

32

17

29

40

56

62














































50250 75 100

All respondents














13














Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

23

13

25

30

44

44





somewhere











































Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

59

66

67

74

80

89


















































5

10

15

20

0 100

50Balance



mean 56

P e r c e n t a g e











67

54











Opportunities








Siena College


Not in place

Being tracked

Being planned

Being implemented


3

26

27

18

16

10


management is



























that architecture


major systems


56

10

2













































33

7

15

15

5

11

8

24

14

38

19

57

Implementing

In place

Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public
















































T






















Discussionand

Conclusions



















Definecosts

Gainefficiencies

Reallocateresources

ISSUE 9





ISSUE 5


achieve its goals





Programs EDUCAUSE












T







































Note


















EDUCAUSE



EDUCAUSE





I

















Note










EDUCAUSE



EDUCAUSE





































nd40)













Themes ofChange













INFLECTION POINT






THE NEW NORMAL















































3

43





3

24

27













Mark C Adams


Technology


Mark I Berman


Siena College

Christian Boniforti


Lynn University

Michael Bourque


Technology Services

Boston College





Keelan Cleary



Jenny Crisp




Patrick Cronin


Technology


Lisa M Davis




Andrea Deau


Technology


Extension

Patrick J Feehan



Steve Fleagle




Tom Haymes




Richard A Holmgren



Brad Judy


Security


James Kulich


Information Officer

Elmhurst College

Jo Meyertons


Technology

Linfield College

Kevin Morooney



Information Officer


University

Angela Neria



Celeste M Schwartz


Services

Montgomery County

Community College

Paul Sherlock



Francisca Yonekura





2014ndash2015


























CIOs MANAGERS STAFF


























Technology to Use

C









Boston College























3D printers


E-portfolios




LMS




50250 75 100


The

















































Institutionalgrowth



1576 9
























































46

66

73

Early alert systems


Academic advising






experience







TOP 10 IT ISSUES


IMPROVING

STUDENT

OUTCOMES




soft skills

moreresources



65






staff say they need





is spent on growth


Students respond



not at allimportant



1

veryimportant

5


in the classroom




1 in 4







76

15

9



I am neutral



Spending model


Institution type

Size


CIO reporting line

25

0

50

75

100

E D U C

A U S E E

R E S

E A R C

H S N

A P S H

O T





DEMONSTRATING

VALUE OF IT

DEVELOPING

SECURITY

POLICIES FOR

THE INSTITUTION


ARCHITECTURE



INCREASING CAPACITY

FOR CHANGE












major systems



20142013

25

0

50

75

100

2015 projection

Smartphones

Tablets

86

47

31

76

58

90




66

66

84

82

79

70

36

1

33

29



and access














corresponding risks






81of institutions



7357

69

22

Faculty

Students

effectiveness

importance

effectiveness

importance

effectiveness

importance

6 3 10 10

Breachcauses

53Administration

37Teaching

and learning

10Researchother





















Achieve Its Goals






























Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

32

17

29

40

56

62














































50250 75 100

All respondents














13














Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

23

13

25

30

44

44





somewhere











































Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

59

66

67

74

80

89


















































5

10

15

20

0 100

50Balance



mean 56

P e r c e n t a g e











67

54











Opportunities








Siena College


Not in place

Being tracked

Being planned

Being implemented


3

26

27

18

16

10


management is



























that architecture


major systems


56

10

2













































33

7

15

15

5

11

8

24

14

38

19

57

Implementing

In place

Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public
















































T






















Discussionand

Conclusions



















Definecosts

Gainefficiencies

Reallocateresources

ISSUE 9





ISSUE 5


achieve its goals





Programs EDUCAUSE












T







































Note


















EDUCAUSE



EDUCAUSE





I

















Note










EDUCAUSE



EDUCAUSE





































nd40)





















































3

43





3

24

27













Mark C Adams


Technology


Mark I Berman


Siena College

Christian Boniforti


Lynn University

Michael Bourque


Technology Services

Boston College





Keelan Cleary



Jenny Crisp




Patrick Cronin


Technology


Lisa M Davis




Andrea Deau


Technology


Extension

Patrick J Feehan



Steve Fleagle




Tom Haymes




Richard A Holmgren



Brad Judy


Security


James Kulich


Information Officer

Elmhurst College

Jo Meyertons


Technology

Linfield College

Kevin Morooney



Information Officer


University

Angela Neria



Celeste M Schwartz


Services

Montgomery County

Community College

Paul Sherlock



Francisca Yonekura





2014ndash2015


























CIOs MANAGERS STAFF


























Technology to Use

C









Boston College























3D printers


E-portfolios




LMS




50250 75 100


The

















































Institutionalgrowth



1576 9
























































46

66

73

Early alert systems


Academic advising






experience







TOP 10 IT ISSUES


IMPROVING

STUDENT

OUTCOMES




soft skills

moreresources



65






staff say they need





is spent on growth


Students respond



not at allimportant



1

veryimportant

5


in the classroom




1 in 4







76

15

9



I am neutral



Spending model


Institution type

Size


CIO reporting line

25

0

50

75

100

E D U C

A U S E E

R E S

E A R C

H S N

A P S H

O T





DEMONSTRATING

VALUE OF IT

DEVELOPING

SECURITY

POLICIES FOR

THE INSTITUTION


ARCHITECTURE



INCREASING CAPACITY

FOR CHANGE












major systems



20142013

25

0

50

75

100

2015 projection

Smartphones

Tablets

86

47

31

76

58

90




66

66

84

82

79

70

36

1

33

29



and access














corresponding risks






81of institutions



7357

69

22

Faculty

Students

effectiveness

importance

effectiveness

importance

effectiveness

importance

6 3 10 10

Breachcauses

53Administration

37Teaching

and learning

10Researchother





















Achieve Its Goals






























Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

32

17

29

40

56

62














































50250 75 100

All respondents














13














Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

23

13

25

30

44

44





somewhere











































Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

59

66

67

74

80

89


















































5

10

15

20

0 100

50Balance



mean 56

P e r c e n t a g e











67

54











Opportunities








Siena College


Not in place

Being tracked

Being planned

Being implemented


3

26

27

18

16

10


management is



























that architecture


major systems


56

10

2













































33

7

15

15

5

11

8

24

14

38

19

57

Implementing

In place

Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public
















































T






















Discussionand

Conclusions



















Definecosts

Gainefficiencies

Reallocateresources

ISSUE 9





ISSUE 5


achieve its goals





Programs EDUCAUSE












T







































Note


















EDUCAUSE



EDUCAUSE





I

















Note










EDUCAUSE



EDUCAUSE





































nd40)































3

43





3

24

27













Mark C Adams


Technology


Mark I Berman


Siena College

Christian Boniforti


Lynn University

Michael Bourque


Technology Services

Boston College





Keelan Cleary



Jenny Crisp




Patrick Cronin


Technology


Lisa M Davis




Andrea Deau


Technology


Extension

Patrick J Feehan



Steve Fleagle




Tom Haymes




Richard A Holmgren



Brad Judy


Security


James Kulich


Information Officer

Elmhurst College

Jo Meyertons


Technology

Linfield College

Kevin Morooney



Information Officer


University

Angela Neria



Celeste M Schwartz


Services

Montgomery County

Community College

Paul Sherlock



Francisca Yonekura





2014ndash2015


























CIOs MANAGERS STAFF


























Technology to Use

C









Boston College























3D printers


E-portfolios




LMS




50250 75 100


The

















































Institutionalgrowth



1576 9
























































46

66

73

Early alert systems


Academic advising






experience







TOP 10 IT ISSUES


IMPROVING

STUDENT

OUTCOMES




soft skills

moreresources



65






staff say they need





is spent on growth


Students respond



not at allimportant



1

veryimportant

5


in the classroom




1 in 4







76

15

9



I am neutral



Spending model


Institution type

Size


CIO reporting line

25

0

50

75

100

E D U C

A U S E E

R E S

E A R C

H S N

A P S H

O T





DEMONSTRATING

VALUE OF IT

DEVELOPING

SECURITY

POLICIES FOR

THE INSTITUTION


ARCHITECTURE



INCREASING CAPACITY

FOR CHANGE












major systems



20142013

25

0

50

75

100

2015 projection

Smartphones

Tablets

86

47

31

76

58

90




66

66

84

82

79

70

36

1

33

29



and access














corresponding risks






81of institutions



7357

69

22

Faculty

Students

effectiveness

importance

effectiveness

importance

effectiveness

importance

6 3 10 10

Breachcauses

53Administration

37Teaching

and learning

10Researchother





















Achieve Its Goals






























Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

32

17

29

40

56

62














































50250 75 100

All respondents














13














Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

23

13

25

30

44

44





somewhere











































Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

59

66

67

74

80

89


















































5

10

15

20

0 100

50Balance



mean 56

P e r c e n t a g e











67

54











Opportunities








Siena College


Not in place

Being tracked

Being planned

Being implemented


3

26

27

18

16

10


management is



























that architecture


major systems


56

10

2













































33

7

15

15

5

11

8

24

14

38

19

57

Implementing

In place

Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public
















































T






















Discussionand

Conclusions



















Definecosts

Gainefficiencies

Reallocateresources

ISSUE 9





ISSUE 5


achieve its goals





Programs EDUCAUSE












T







































Note


















EDUCAUSE



EDUCAUSE





I

















Note










EDUCAUSE



EDUCAUSE





































nd40)

















Mark C Adams


Technology


Mark I Berman


Siena College

Christian Boniforti


Lynn University

Michael Bourque


Technology Services

Boston College





Keelan Cleary



Jenny Crisp




Patrick Cronin


Technology


Lisa M Davis




Andrea Deau


Technology


Extension

Patrick J Feehan



Steve Fleagle




Tom Haymes




Richard A Holmgren



Brad Judy


Security


James Kulich


Information Officer

Elmhurst College

Jo Meyertons


Technology

Linfield College

Kevin Morooney



Information Officer


University

Angela Neria



Celeste M Schwartz


Services

Montgomery County

Community College

Paul Sherlock



Francisca Yonekura





2014ndash2015


























CIOs MANAGERS STAFF


























Technology to Use

C









Boston College























3D printers


E-portfolios




LMS




50250 75 100


The

















































Institutionalgrowth



1576 9
























































46

66

73

Early alert systems


Academic advising






experience







TOP 10 IT ISSUES


IMPROVING

STUDENT

OUTCOMES




soft skills

moreresources



65






staff say they need





is spent on growth


Students respond



not at allimportant



1

veryimportant

5


in the classroom




1 in 4







76

15

9



I am neutral



Spending model


Institution type

Size


CIO reporting line

25

0

50

75

100

E D U C

A U S E E

R E S

E A R C

H S N

A P S H

O T





DEMONSTRATING

VALUE OF IT

DEVELOPING

SECURITY

POLICIES FOR

THE INSTITUTION


ARCHITECTURE



INCREASING CAPACITY

FOR CHANGE












major systems



20142013

25

0

50

75

100

2015 projection

Smartphones

Tablets

86

47

31

76

58

90




66

66

84

82

79

70

36

1

33

29



and access














corresponding risks






81of institutions



7357

69

22

Faculty

Students

effectiveness

importance

effectiveness

importance

effectiveness

importance

6 3 10 10

Breachcauses

53Administration

37Teaching

and learning

10Researchother





















Achieve Its Goals






























Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

32

17

29

40

56

62














































50250 75 100

All respondents














13














Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

23

13

25

30

44

44





somewhere











































Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

59

66

67

74

80

89


















































5

10

15

20

0 100

50Balance



mean 56

P e r c e n t a g e











67

54











Opportunities








Siena College


Not in place

Being tracked

Being planned

Being implemented


3

26

27

18

16

10


management is



























that architecture


major systems


56

10

2













































33

7

15

15

5

11

8

24

14

38

19

57

Implementing

In place

Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public
















































T






















Discussionand

Conclusions



















Definecosts

Gainefficiencies

Reallocateresources

ISSUE 9





ISSUE 5


achieve its goals





Programs EDUCAUSE












T







































Note


















EDUCAUSE



EDUCAUSE





I

















Note










EDUCAUSE



EDUCAUSE





































nd40)

































CIOs MANAGERS STAFF


























Technology to Use

C









Boston College























3D printers


E-portfolios




LMS




50250 75 100


The

















































Institutionalgrowth



1576 9
























































46

66

73

Early alert systems


Academic advising






experience







TOP 10 IT ISSUES


IMPROVING

STUDENT

OUTCOMES




soft skills

moreresources



65






staff say they need





is spent on growth


Students respond



not at allimportant



1

veryimportant

5


in the classroom




1 in 4







76

15

9



I am neutral



Spending model


Institution type

Size


CIO reporting line

25

0

50

75

100

E D U C

A U S E E

R E S

E A R C

H S N

A P S H

O T





DEMONSTRATING

VALUE OF IT

DEVELOPING

SECURITY

POLICIES FOR

THE INSTITUTION


ARCHITECTURE



INCREASING CAPACITY

FOR CHANGE












major systems



20142013

25

0

50

75

100

2015 projection

Smartphones

Tablets

86

47

31

76

58

90




66

66

84

82

79

70

36

1

33

29



and access














corresponding risks






81of institutions



7357

69

22

Faculty

Students

effectiveness

importance

effectiveness

importance

effectiveness

importance

6 3 10 10

Breachcauses

53Administration

37Teaching

and learning

10Researchother





















Achieve Its Goals






























Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

32

17

29

40

56

62














































50250 75 100

All respondents














13














Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

23

13

25

30

44

44





somewhere











































Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

59

66

67

74

80

89


















































5

10

15

20

0 100

50Balance



mean 56

P e r c e n t a g e











67

54











Opportunities








Siena College


Not in place

Being tracked

Being planned

Being implemented


3

26

27

18

16

10


management is



























that architecture


major systems


56

10

2













































33

7

15

15

5

11

8

24

14

38

19

57

Implementing

In place

Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public
















































T






















Discussionand

Conclusions



















Definecosts

Gainefficiencies

Reallocateresources

ISSUE 9





ISSUE 5


achieve its goals





Programs EDUCAUSE












T







































Note


















EDUCAUSE



EDUCAUSE





I

















Note










EDUCAUSE



EDUCAUSE





































nd40)


























Technology to Use

C









Boston College























3D printers


E-portfolios




LMS




50250 75 100


The

















































Institutionalgrowth



1576 9
























































46

66

73

Early alert systems


Academic advising






experience







TOP 10 IT ISSUES


IMPROVING

STUDENT

OUTCOMES




soft skills

moreresources



65






staff say they need





is spent on growth


Students respond



not at allimportant



1

veryimportant

5


in the classroom




1 in 4







76

15

9



I am neutral



Spending model


Institution type

Size


CIO reporting line

25

0

50

75

100

E D U C

A U S E E

R E S

E A R C

H S N

A P S H

O T





DEMONSTRATING

VALUE OF IT

DEVELOPING

SECURITY

POLICIES FOR

THE INSTITUTION


ARCHITECTURE



INCREASING CAPACITY

FOR CHANGE












major systems



20142013

25

0

50

75

100

2015 projection

Smartphones

Tablets

86

47

31

76

58

90




66

66

84

82

79

70

36

1

33

29



and access














corresponding risks






81of institutions



7357

69

22

Faculty

Students

effectiveness

importance

effectiveness

importance

effectiveness

importance

6 3 10 10

Breachcauses

53Administration

37Teaching

and learning

10Researchother





















Achieve Its Goals






























Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

32

17

29

40

56

62














































50250 75 100

All respondents














13














Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

23

13

25

30

44

44





somewhere











































Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

59

66

67

74

80

89


















































5

10

15

20

0 100

50Balance



mean 56

P e r c e n t a g e











67

54











Opportunities








Siena College


Not in place

Being tracked

Being planned

Being implemented


3

26

27

18

16

10


management is



























that architecture


major systems


56

10

2













































33

7

15

15

5

11

8

24

14

38

19

57

Implementing

In place

Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public
















































T






















Discussionand

Conclusions



















Definecosts

Gainefficiencies

Reallocateresources

ISSUE 9





ISSUE 5


achieve its goals





Programs EDUCAUSE












T







































Note


















EDUCAUSE



EDUCAUSE





I

















Note










EDUCAUSE



EDUCAUSE





































nd40)































3D printers


E-portfolios




LMS




50250 75 100


The

















































Institutionalgrowth



1576 9
























































46

66

73

Early alert systems


Academic advising






experience







TOP 10 IT ISSUES


IMPROVING

STUDENT

OUTCOMES




soft skills

moreresources



65






staff say they need





is spent on growth


Students respond



not at allimportant



1

veryimportant

5


in the classroom




1 in 4







76

15

9



I am neutral



Spending model


Institution type

Size


CIO reporting line

25

0

50

75

100

E D U C

A U S E E

R E S

E A R C

H S N

A P S H

O T





DEMONSTRATING

VALUE OF IT

DEVELOPING

SECURITY

POLICIES FOR

THE INSTITUTION


ARCHITECTURE



INCREASING CAPACITY

FOR CHANGE












major systems



20142013

25

0

50

75

100

2015 projection

Smartphones

Tablets

86

47

31

76

58

90




66

66

84

82

79

70

36

1

33

29



and access














corresponding risks






81of institutions



7357

69

22

Faculty

Students

effectiveness

importance

effectiveness

importance

effectiveness

importance

6 3 10 10

Breachcauses

53Administration

37Teaching

and learning

10Researchother





















Achieve Its Goals






























Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

32

17

29

40

56

62














































50250 75 100

All respondents














13














Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

23

13

25

30

44

44





somewhere











































Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

59

66

67

74

80

89


















































5

10

15

20

0 100

50Balance



mean 56

P e r c e n t a g e











67

54











Opportunities








Siena College


Not in place

Being tracked

Being planned

Being implemented


3

26

27

18

16

10


management is



























that architecture


major systems


56

10

2













































33

7

15

15

5

11

8

24

14

38

19

57

Implementing

In place

Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public
















































T






















Discussionand

Conclusions



















Definecosts

Gainefficiencies

Reallocateresources

ISSUE 9





ISSUE 5


achieve its goals





Programs EDUCAUSE












T







































Note


















EDUCAUSE



EDUCAUSE





I

















Note










EDUCAUSE



EDUCAUSE





































nd40)





















































Institutionalgrowth



1576 9
























































46

66

73

Early alert systems


Academic advising






experience







TOP 10 IT ISSUES


IMPROVING

STUDENT

OUTCOMES




soft skills

moreresources



65






staff say they need





is spent on growth


Students respond



not at allimportant



1

veryimportant

5


in the classroom




1 in 4







76

15

9



I am neutral



Spending model


Institution type

Size


CIO reporting line

25

0

50

75

100

E D U C

A U S E E

R E S

E A R C

H S N

A P S H

O T





DEMONSTRATING

VALUE OF IT

DEVELOPING

SECURITY

POLICIES FOR

THE INSTITUTION


ARCHITECTURE



INCREASING CAPACITY

FOR CHANGE












major systems



20142013

25

0

50

75

100

2015 projection

Smartphones

Tablets

86

47

31

76

58

90




66

66

84

82

79

70

36

1

33

29



and access














corresponding risks






81of institutions



7357

69

22

Faculty

Students

effectiveness

importance

effectiveness

importance

effectiveness

importance

6 3 10 10

Breachcauses

53Administration

37Teaching

and learning

10Researchother





















Achieve Its Goals






























Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

32

17

29

40

56

62














































50250 75 100

All respondents














13














Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

23

13

25

30

44

44





somewhere











































Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

59

66

67

74

80

89


















































5

10

15

20

0 100

50Balance



mean 56

P e r c e n t a g e











67

54











Opportunities








Siena College


Not in place

Being tracked

Being planned

Being implemented


3

26

27

18

16

10


management is



























that architecture


major systems


56

10

2













































33

7

15

15

5

11

8

24

14

38

19

57

Implementing

In place

Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public
















































T






















Discussionand

Conclusions



















Definecosts

Gainefficiencies

Reallocateresources

ISSUE 9





ISSUE 5


achieve its goals





Programs EDUCAUSE












T







































Note


















EDUCAUSE



EDUCAUSE





I

















Note










EDUCAUSE



EDUCAUSE





































nd40)





















Institutionalgrowth



1576 9
























































46

66

73

Early alert systems


Academic advising






experience







TOP 10 IT ISSUES


IMPROVING

STUDENT

OUTCOMES




soft skills

moreresources



65






staff say they need





is spent on growth


Students respond



not at allimportant



1

veryimportant

5


in the classroom




1 in 4







76

15

9



I am neutral



Spending model


Institution type

Size


CIO reporting line

25

0

50

75

100

E D U C

A U S E E

R E S

E A R C

H S N

A P S H

O T





DEMONSTRATING

VALUE OF IT

DEVELOPING

SECURITY

POLICIES FOR

THE INSTITUTION


ARCHITECTURE



INCREASING CAPACITY

FOR CHANGE












major systems



20142013

25

0

50

75

100

2015 projection

Smartphones

Tablets

86

47

31

76

58

90




66

66

84

82

79

70

36

1

33

29



and access














corresponding risks






81of institutions



7357

69

22

Faculty

Students

effectiveness

importance

effectiveness

importance

effectiveness

importance

6 3 10 10

Breachcauses

53Administration

37Teaching

and learning

10Researchother





















Achieve Its Goals






























Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

32

17

29

40

56

62














































50250 75 100

All respondents














13














Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

23

13

25

30

44

44





somewhere











































Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

59

66

67

74

80

89


















































5

10

15

20

0 100

50Balance



mean 56

P e r c e n t a g e











67

54











Opportunities








Siena College


Not in place

Being tracked

Being planned

Being implemented


3

26

27

18

16

10


management is



























that architecture


major systems


56

10

2













































33

7

15

15

5

11

8

24

14

38

19

57

Implementing

In place

Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public
















































T






















Discussionand

Conclusions



















Definecosts

Gainefficiencies

Reallocateresources

ISSUE 9





ISSUE 5


achieve its goals





Programs EDUCAUSE












T







































Note


















EDUCAUSE



EDUCAUSE





I

















Note










EDUCAUSE



EDUCAUSE





































nd40)































































46

66

73

Early alert systems


Academic advising






experience







TOP 10 IT ISSUES


IMPROVING

STUDENT

OUTCOMES




soft skills

moreresources



65






staff say they need





is spent on growth


Students respond



not at allimportant



1

veryimportant

5


in the classroom




1 in 4







76

15

9



I am neutral



Spending model


Institution type

Size


CIO reporting line

25

0

50

75

100

E D U C

A U S E E

R E S

E A R C

H S N

A P S H

O T





DEMONSTRATING

VALUE OF IT

DEVELOPING

SECURITY

POLICIES FOR

THE INSTITUTION


ARCHITECTURE



INCREASING CAPACITY

FOR CHANGE












major systems



20142013

25

0

50

75

100

2015 projection

Smartphones

Tablets

86

47

31

76

58

90




66

66

84

82

79

70

36

1

33

29



and access














corresponding risks






81of institutions



7357

69

22

Faculty

Students

effectiveness

importance

effectiveness

importance

effectiveness

importance

6 3 10 10

Breachcauses

53Administration

37Teaching

and learning

10Researchother





















Achieve Its Goals






























Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

32

17

29

40

56

62














































50250 75 100

All respondents














13














Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

23

13

25

30

44

44





somewhere











































Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

59

66

67

74

80

89


















































5

10

15

20

0 100

50Balance



mean 56

P e r c e n t a g e











67

54











Opportunities








Siena College


Not in place

Being tracked

Being planned

Being implemented


3

26

27

18

16

10


management is



























that architecture


major systems


56

10

2













































33

7

15

15

5

11

8

24

14

38

19

57

Implementing

In place

Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public
















































T






















Discussionand

Conclusions



















Definecosts

Gainefficiencies

Reallocateresources

ISSUE 9





ISSUE 5


achieve its goals





Programs EDUCAUSE












T







































Note


















EDUCAUSE



EDUCAUSE





I

















Note










EDUCAUSE



EDUCAUSE





































nd40)




































46

66

73

Early alert systems


Academic advising






experience







TOP 10 IT ISSUES


IMPROVING

STUDENT

OUTCOMES




soft skills

moreresources



65






staff say they need





is spent on growth


Students respond



not at allimportant



1

veryimportant

5


in the classroom




1 in 4







76

15

9



I am neutral



Spending model


Institution type

Size


CIO reporting line

25

0

50

75

100

E D U C

A U S E E

R E S

E A R C

H S N

A P S H

O T





DEMONSTRATING

VALUE OF IT

DEVELOPING

SECURITY

POLICIES FOR

THE INSTITUTION


ARCHITECTURE



INCREASING CAPACITY

FOR CHANGE












major systems



20142013

25

0

50

75

100

2015 projection

Smartphones

Tablets

86

47

31

76

58

90




66

66

84

82

79

70

36

1

33

29



and access














corresponding risks






81of institutions



7357

69

22

Faculty

Students

effectiveness

importance

effectiveness

importance

effectiveness

importance

6 3 10 10

Breachcauses

53Administration

37Teaching

and learning

10Researchother





















Achieve Its Goals






























Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

32

17

29

40

56

62














































50250 75 100

All respondents














13














Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

23

13

25

30

44

44





somewhere











































Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

59

66

67

74

80

89


















































5

10

15

20

0 100

50Balance



mean 56

P e r c e n t a g e











67

54











Opportunities








Siena College


Not in place

Being tracked

Being planned

Being implemented


3

26

27

18

16

10


management is



























that architecture


major systems


56

10

2













































33

7

15

15

5

11

8

24

14

38

19

57

Implementing

In place

Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public
















































T






















Discussionand

Conclusions



















Definecosts

Gainefficiencies

Reallocateresources

ISSUE 9





ISSUE 5


achieve its goals





Programs EDUCAUSE












T







































Note


















EDUCAUSE



EDUCAUSE





I

















Note










EDUCAUSE



EDUCAUSE





































nd40)














TOP 10 IT ISSUES


IMPROVING

STUDENT

OUTCOMES




soft skills

moreresources



65






staff say they need





is spent on growth


Students respond



not at allimportant



1

veryimportant

5


in the classroom




1 in 4







76

15

9



I am neutral



Spending model


Institution type

Size


CIO reporting line

25

0

50

75

100

E D U C

A U S E E

R E S

E A R C

H S N

A P S H

O T





DEMONSTRATING

VALUE OF IT

DEVELOPING

SECURITY

POLICIES FOR

THE INSTITUTION


ARCHITECTURE



INCREASING CAPACITY

FOR CHANGE












major systems



20142013

25

0

50

75

100

2015 projection

Smartphones

Tablets

86

47

31

76

58

90




66

66

84

82

79

70

36

1

33

29



and access














corresponding risks






81of institutions



7357

69

22

Faculty

Students

effectiveness

importance

effectiveness

importance

effectiveness

importance

6 3 10 10

Breachcauses

53Administration

37Teaching

and learning

10Researchother





















Achieve Its Goals






























Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

32

17

29

40

56

62














































50250 75 100

All respondents














13














Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

23

13

25

30

44

44





somewhere











































Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

59

66

67

74

80

89


















































5

10

15

20

0 100

50Balance



mean 56

P e r c e n t a g e











67

54











Opportunities








Siena College


Not in place

Being tracked

Being planned

Being implemented


3

26

27

18

16

10


management is



























that architecture


major systems


56

10

2













































33

7

15

15

5

11

8

24

14

38

19

57

Implementing

In place

Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public
















































T






















Discussionand

Conclusions



















Definecosts

Gainefficiencies

Reallocateresources

ISSUE 9





ISSUE 5


achieve its goals





Programs EDUCAUSE












T







































Note


















EDUCAUSE



EDUCAUSE





I

















Note










EDUCAUSE



EDUCAUSE





































nd40)













DEMONSTRATING

VALUE OF IT

DEVELOPING

SECURITY

POLICIES FOR

THE INSTITUTION


ARCHITECTURE



INCREASING CAPACITY

FOR CHANGE












major systems



20142013

25

0

50

75

100

2015 projection

Smartphones

Tablets

86

47

31

76

58

90




66

66

84

82

79

70

36

1

33

29



and access














corresponding risks






81of institutions



7357

69

22

Faculty

Students

effectiveness

importance

effectiveness

importance

effectiveness

importance

6 3 10 10

Breachcauses

53Administration

37Teaching

and learning

10Researchother





















Achieve Its Goals






























Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

32

17

29

40

56

62














































50250 75 100

All respondents














13














Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

23

13

25

30

44

44





somewhere











































Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

59

66

67

74

80

89


















































5

10

15

20

0 100

50Balance



mean 56

P e r c e n t a g e











67

54











Opportunities








Siena College


Not in place

Being tracked

Being planned

Being implemented


3

26

27

18

16

10


management is



























that architecture


major systems


56

10

2













































33

7

15

15

5

11

8

24

14

38

19

57

Implementing

In place

Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public
















































T






















Discussionand

Conclusions



















Definecosts

Gainefficiencies

Reallocateresources

ISSUE 9





ISSUE 5


achieve its goals





Programs EDUCAUSE












T







































Note


















EDUCAUSE



EDUCAUSE





I

















Note










EDUCAUSE



EDUCAUSE





































nd40)




























Achieve Its Goals






























Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

32

17

29

40

56

62














































50250 75 100

All respondents














13














Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

23

13

25

30

44

44





somewhere











































Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

59

66

67

74

80

89


















































5

10

15

20

0 100

50Balance



mean 56

P e r c e n t a g e











67

54











Opportunities








Siena College


Not in place

Being tracked

Being planned

Being implemented


3

26

27

18

16

10


management is



























that architecture


major systems


56

10

2













































33

7

15

15

5

11

8

24

14

38

19

57

Implementing

In place

Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public
















































T






















Discussionand

Conclusions



















Definecosts

Gainefficiencies

Reallocateresources

ISSUE 9





ISSUE 5


achieve its goals





Programs EDUCAUSE












T







































Note


















EDUCAUSE



EDUCAUSE





I

















Note










EDUCAUSE



EDUCAUSE





































nd40)






























Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

32

17

29

40

56

62














































50250 75 100

All respondents














13














Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

23

13

25

30

44

44





somewhere











































Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

59

66

67

74

80

89


















































5

10

15

20

0 100

50Balance



mean 56

P e r c e n t a g e











67

54











Opportunities








Siena College


Not in place

Being tracked

Being planned

Being implemented


3

26

27

18

16

10


management is



























that architecture


major systems


56

10

2













































33

7

15

15

5

11

8

24

14

38

19

57

Implementing

In place

Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public
















































T






















Discussionand

Conclusions



















Definecosts

Gainefficiencies

Reallocateresources

ISSUE 9





ISSUE 5


achieve its goals





Programs EDUCAUSE












T







































Note


















EDUCAUSE



EDUCAUSE





I

















Note










EDUCAUSE



EDUCAUSE





































nd40)

















































50250 75 100

All respondents














13














Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

23

13

25

30

44

44





somewhere











































Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

59

66

67

74

80

89


















































5

10

15

20

0 100

50Balance



mean 56

P e r c e n t a g e











67

54











Opportunities








Siena College


Not in place

Being tracked

Being planned

Being implemented


3

26

27

18

16

10


management is



























that architecture


major systems


56

10

2













































33

7

15

15

5

11

8

24

14

38

19

57

Implementing

In place

Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public
















































T






















Discussionand

Conclusions



















Definecosts

Gainefficiencies

Reallocateresources

ISSUE 9





ISSUE 5


achieve its goals





Programs EDUCAUSE












T







































Note


















EDUCAUSE



EDUCAUSE





I

















Note










EDUCAUSE



EDUCAUSE





































nd40)























50250 75 100

All respondents














13














Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

23

13

25

30

44

44





somewhere











































Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

59

66

67

74

80

89


















































5

10

15

20

0 100

50Balance



mean 56

P e r c e n t a g e











67

54











Opportunities








Siena College


Not in place

Being tracked

Being planned

Being implemented


3

26

27

18

16

10


management is



























that architecture


major systems


56

10

2













































33

7

15

15

5

11

8

24

14

38

19

57

Implementing

In place

Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public
















































T






















Discussionand

Conclusions



















Definecosts

Gainefficiencies

Reallocateresources

ISSUE 9





ISSUE 5


achieve its goals





Programs EDUCAUSE












T







































Note


















EDUCAUSE



EDUCAUSE





I

















Note










EDUCAUSE



EDUCAUSE





































nd40)



















13














Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

23

13

25

30

44

44





somewhere











































Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

59

66

67

74

80

89


















































5

10

15

20

0 100

50Balance



mean 56

P e r c e n t a g e











67

54











Opportunities








Siena College


Not in place

Being tracked

Being planned

Being implemented


3

26

27

18

16

10


management is



























that architecture


major systems


56

10

2













































33

7

15

15

5

11

8

24

14

38

19

57

Implementing

In place

Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public
















































T






















Discussionand

Conclusions



















Definecosts

Gainefficiencies

Reallocateresources

ISSUE 9





ISSUE 5


achieve its goals





Programs EDUCAUSE












T







































Note


















EDUCAUSE



EDUCAUSE





I

















Note










EDUCAUSE



EDUCAUSE





































nd40)



















































Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

59

66

67

74

80

89


















































5

10

15

20

0 100

50Balance



mean 56

P e r c e n t a g e











67

54











Opportunities








Siena College


Not in place

Being tracked

Being planned

Being implemented


3

26

27

18

16

10


management is



























that architecture


major systems


56

10

2













































33

7

15

15

5

11

8

24

14

38

19

57

Implementing

In place

Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public
















































T






















Discussionand

Conclusions



















Definecosts

Gainefficiencies

Reallocateresources

ISSUE 9





ISSUE 5


achieve its goals





Programs EDUCAUSE












T







































Note


















EDUCAUSE



EDUCAUSE





I

















Note










EDUCAUSE



EDUCAUSE





































nd40)




















Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public

59

66

67

74

80

89


















































5

10

15

20

0 100

50Balance



mean 56

P e r c e n t a g e











67

54











Opportunities








Siena College


Not in place

Being tracked

Being planned

Being implemented


3

26

27

18

16

10


management is



























that architecture


major systems


56

10

2













































33

7

15

15

5

11

8

24

14

38

19

57

Implementing

In place

Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public
















































T






















Discussionand

Conclusions



















Definecosts

Gainefficiencies

Reallocateresources

ISSUE 9





ISSUE 5


achieve its goals





Programs EDUCAUSE












T







































Note


















EDUCAUSE



EDUCAUSE





I

















Note










EDUCAUSE



EDUCAUSE





































nd40)

























































5

10

15

20

0 100

50Balance



mean 56

P e r c e n t a g e











67

54











Opportunities








Siena College


Not in place

Being tracked

Being planned

Being implemented


3

26

27

18

16

10


management is



























that architecture


major systems


56

10

2













































33

7

15

15

5

11

8

24

14

38

19

57

Implementing

In place

Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public
















































T






















Discussionand

Conclusions



















Definecosts

Gainefficiencies

Reallocateresources

ISSUE 9





ISSUE 5


achieve its goals





Programs EDUCAUSE












T







































Note


















EDUCAUSE



EDUCAUSE





I

















Note










EDUCAUSE



EDUCAUSE





































nd40)






























5

10

15

20

0 100

50Balance



mean 56

P e r c e n t a g e











67

54











Opportunities








Siena College


Not in place

Being tracked

Being planned

Being implemented


3

26

27

18

16

10


management is



























that architecture


major systems


56

10

2













































33

7

15

15

5

11

8

24

14

38

19

57

Implementing

In place

Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public
















































T






















Discussionand

Conclusions



















Definecosts

Gainefficiencies

Reallocateresources

ISSUE 9





ISSUE 5


achieve its goals





Programs EDUCAUSE












T







































Note


















EDUCAUSE



EDUCAUSE





I

















Note










EDUCAUSE



EDUCAUSE





































nd40)



















Opportunities








Siena College


Not in place

Being tracked

Being planned

Being implemented


3

26

27

18

16

10


management is



























that architecture


major systems


56

10

2













































33

7

15

15

5

11

8

24

14

38

19

57

Implementing

In place

Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public
















































T






















Discussionand

Conclusions



















Definecosts

Gainefficiencies

Reallocateresources

ISSUE 9





ISSUE 5


achieve its goals





Programs EDUCAUSE












T







































Note


















EDUCAUSE



EDUCAUSE





I

















Note










EDUCAUSE



EDUCAUSE





































nd40)


































that architecture


major systems


56

10

2













































33

7

15

15

5

11

8

24

14

38

19

57

Implementing

In place

Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public
















































T






















Discussionand

Conclusions



















Definecosts

Gainefficiencies

Reallocateresources

ISSUE 9





ISSUE 5


achieve its goals





Programs EDUCAUSE












T







































Note


















EDUCAUSE



EDUCAUSE





I

















Note










EDUCAUSE



EDUCAUSE





































nd40)
















































33

7

15

15

5

11

8

24

14

38

19

57

Implementing

In place

Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public
















































T






















Discussionand

Conclusions



















Definecosts

Gainefficiencies

Reallocateresources

ISSUE 9





ISSUE 5


achieve its goals





Programs EDUCAUSE












T







































Note


















EDUCAUSE



EDUCAUSE





I

















Note










EDUCAUSE



EDUCAUSE





































nd40)































33

7

15

15

5

11

8

24

14

38

19

57

Implementing

In place

Associatersquos

Bachelorrsquos


Masterrsquos Public

Doctoral Private

Doctoral Public
















































T






















Discussionand

Conclusions



















Definecosts

Gainefficiencies

Reallocateresources

ISSUE 9





ISSUE 5


achieve its goals





Programs EDUCAUSE












T







































Note


















EDUCAUSE



EDUCAUSE





I

















Note










EDUCAUSE



EDUCAUSE





































nd40)



















































T






















Discussionand

Conclusions



















Definecosts

Gainefficiencies

Reallocateresources

ISSUE 9





ISSUE 5


achieve its goals





Programs EDUCAUSE












T







































Note


















EDUCAUSE



EDUCAUSE





I

















Note










EDUCAUSE



EDUCAUSE





































nd40)













T






















Discussionand

Conclusions



















Definecosts

Gainefficiencies

Reallocateresources

ISSUE 9





ISSUE 5


achieve its goals





Programs EDUCAUSE












T







































Note


















EDUCAUSE



EDUCAUSE





I

















Note










EDUCAUSE



EDUCAUSE





































nd40)



























Definecosts

Gainefficiencies

Reallocateresources

ISSUE 9





ISSUE 5


achieve its goals





Programs EDUCAUSE












T







































Note


















EDUCAUSE



EDUCAUSE





I

















Note










EDUCAUSE



EDUCAUSE





































nd40)












T







































Note


















EDUCAUSE



EDUCAUSE





I

















Note










EDUCAUSE



EDUCAUSE





































nd40)





















Note


















EDUCAUSE



EDUCAUSE





I

















Note










EDUCAUSE



EDUCAUSE





































nd40)












I

















Note










EDUCAUSE



EDUCAUSE





































nd40)













































nd40)









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Top 10 IT Issues, 2015: Inflection Point (252489129)