Office of the Vice President for Information Technology

Dr. Timothy M. Chester

Vice President for Information Technology

171 Boyd Graduate Studies 200 DW Brooks Drive

Athens, Georgia 30602
Telephone 706-542-3145
Fax 706-542-6105
tchester@uga.edu
www.eits.uga.edu/vpit

April 11, 2016

MEMORANDUM
TO:

Colleagues within VPIT Units at the University of Georgia

FROM:

Timothy M. Chester, Vice President for Information Technology

RE:

Annual Planning Memorandum for FY17

On September 12th of this year, I will begin the sixth year of my tenure as Chief Information
Officer and Vice President at the University of Georgia. Every year around this time, I write a
planning memorandum for all of you, and the broader University community, which allows me
to report on the progress toward our strategic goals, to present our successes over the past year,
to share our initiatives and priorities for the next year, and to comment on the challenges and
opportunities we can expect along the way. This is my fifth planning memorandum since I
joined the University of Georgia.
Over the past five years, our accomplishments as a team have been numerous and have had
some very substantial and positive effects for the University of Georgia. This goes beyond the big
initiatives that everyone knows about, such as the ConnectUGA project, and extends into areas
such as expanding the campus network, acquiring a newer and much larger HPC research
cluster, reducing reliance on sensitive information, and deploying multifactor authentication to
protect that information. But beyond all of those initiatives, Im most proud of the accolades
given by the committee responsible for our recent five-year program review, who noted that
EITS has been successful in reestablishing relationships of mutual trust and respect across the
institution and that the organization has become the Universitys first and preferred provider of
IT services and support. This took a team effort. It required patience, and it required the
capacity to accept change in many ways organizationally, procedurally, financially, and in how
we engage and communicate with others. First and foremost, please accept my thanks for your
efforts in making this change occur and my congratulations on the success that we are enjoying
today.

VPIT Annual Planning Memorandum for FY17

We have scheduled an all EITS staff meeting for the morning of April 14, 2016, at 10:00 a.m., to
discuss the goals, initiatives, and plans outlined in this annual memorandum. The meeting will
be held in the Pharmacy South Building, Room 201.
Our Strategic Plan for IT at the University of Georgia
During my first year, I inherited a near-completed draft of an information technology master
plan (ITMP) that we have been working under for the past five years. This master plan
contained dozens of initiatives across ten separate strategic directions for information
technology at the University, and many (if not most) have been accomplished or received some
attention. As I begin my sixth year of service to the University of Georgia, I tend to see the
overall directions of the ITMP within five broad strategic goals:
1. Replace or renew the Universitys primary academic and administrative systems for
student information, budget, finance, human resources, learning management, and
associated supporting systems in order to improve the efficiency, effectiveness, and
impact of the Universitys work.
2. Reorganize and revitalize the University of Georgias central resources for research and
higher performance computing, the Georgia Advanced Computing Research Center
(GACRC), so that its services more closely match the needs of faculty and researchers as
they engage in innovative work that impacts the state, the nation, and the broader world.
3. Reorganize and revitalize the University of Georgias central IT services organization,
Enterprise Information Technology Services (EITS), so that its services are delivered
more consistently, with more reliability, and in a manner more closely aligned with the
needs of the Universitys academic and administrative units. Restoring mutual trust and
respect between the organization and the broader community is a critical step to
improving the delivery of technology services effectively to students, faculty, and staff.
4. Focus on improving the Universitys information security posture by undertaking
initiatives to reduce the use of personally identifiable information, including Social
Security numbers, while improving incident response and management capabilities and
implementing new technical solutions that reduce information security risks. Work to
eliminate, to the degree possible, the routine occurrence of security breaches of sensitive
information or system outages that once existed.
5. Improve the management of University data and enhance reporting and analytics to
provide better support for decision making, by better aligning the work of our Office of
Institutional Research with the Units responsible for originating and reporting
University data and those who require it to carry out the mission of their organizations.
I expect that we will begin the development of a new long-range master plan for Information
Technology at the University of Georgia beginning in 2018, as the University begins in earnest to
prepare for its 10-year reaffirmation of its regional accreditation. Until that time, I will begin to
articulate and advocate for the work of our organization as understood through these five goals.
Some of these goals, particularly #1 and #5, will take some time over the next few years to fully
realize (more on this later in this memorandum).

VPIT Annual Planning Memorandum for FY17

Goals from the Previous Year

Last year, this memorandum set out six strategic goals for EITS. Lets review our progress
towards these goals over the past 12 months. For each of these goals, I feel that progress has
been made, but work remains for some.
1. Develop, implement, and support better technology mechanisms that enhance the
academic experience of our students. Leverage the Universitys previous investments in
the Banner student information system by delivering additional mechanisms to support
enhanced degree planning and forecasting (DegreeWorks) and by using mobile
technologies to improve the connections between students and their academic advisors.
In implementing these mechanisms, do so in a way that delivers better data to support
academic decision making across the University (Strategic Goal #1).
Current Status: These projects are on track for completion later this year. There have been
some delays, such as the software flaws within DegreeWorks that prevented the planner
functionality from calculating student degree options under UGAs degree plans. The work
directed towards identifying, procuring, and implementing a new advising system was
delayed while the Office of the Vice President for Instruction (VPI) searched for new leadership
over the advising area. In the last three months, progress has picked up: a purchasing
initiative is now ongoing to procure and implement the new advising system; and, with the
leadership of the Office of the Registrar, we have had success in getting Ellucian, the vendor
for DegreeWorks, to begin work to eliminate the software flaws that prevent our degree
planner installation from performing adequately. Other work in this area has been impressive,
particularly the work undertaken by the Office of Institutional Research (OIR) to support the
VPIs strategic initiatives for improving student success, which has provided a key analysis of
how students navigate from majors across the University. This work, which yields particularly
helpful insights when evaluating how and why students navigate in and out of the STEM
fields, was very well received by the UGA deans earlier this year. The advanced visualization
of the analysis made the data very accessible to lay audiences. As we prepare for the next year,
we have the resources and strong collaboration with the VPI and others to continue to make
some very significant strides that will facilitate greater student success at the University of
Georgia.
2. Support the Vice President for Finance and Administration as he and his teams seek to
improve processes, increase business efficiencies, and enhance University-wide decision
making through the use of financial data. Continue preparation for implementing new
enterprise-wide information systems for finance, payroll, and human resources
functions. Deliver data warehousing and reporting capabilities that will provide deans
and other executives with improved access to financial data. Explore ways to improve
efficiencies, possibly through the use of digital signature and electronic document
routing technologies (Strategic Goal #1).
Current Status: These projects are on track. The University has approved a four-year plan to
implement the PeopleSoft applications for finance, human resources, and payroll. This is
called the OneSource project. More information is available at onesource.uga.edu. We have
successfully prepared RFPs for the consulting services required for these implementations, we
have evaluated responses, and as of this writing, we are close to signing contracts with the
selected vendors. A very strong project team is taking shape, as the project leadership team, as
a whole, has done an exceptional job of evaluating the challenges and successes of the
ConnectUGA project and applying those lessons learned to the PeopleSoft initiative. Overall, I
VPIT Annual Planning Memorandum for FY17

feel the University is starting this initiative in a much stronger position in terms of personnel,
experience, and large project management expertise relative to the previous, very successful
Banner initiative. At the same time as this work has been undertaken, we have also had
success in creating the beginnings of a financial and human resource data warehouse for
storage of that data within the same physical and virtual spaces that will allow it to be merged
with academic data stored in Banner. We have also implemented a new Query system
(Simpler Systems) for financial data that improves college and Unit access to financial
reporting data. We have also successfully completed a pilot test of digital signature technology
(DocuSign) and this has now been recommended by business areas for campus-wide
implementation (with a financial resource request pending with the University for FY17). Our
teams have worked very hard to support these initiatives undertaken by the Office of the Vice
President for Finance and Administration (VPFA) and I expect that we will see continued
progress over the next year.
3. Enhance University-wide capabilities for data-informed decision making, particularly
when it comes to the use of academic information. Work with the senior leadership of
the University to clarify the roles and responsibilities for data analysis and reporting.
Work across the same organizations to better define and standardize the data definitions
necessary to support academic decision making by the provost and other senior
executives. Streamline internal processes and reporting relationships necessary to
improve the efficiency and accuracy of data analysis and reporting that cross the
boundaries of organizational units across the University (Strategic Goal #5).
Current Status: Progress has been immense in this area, with many of these tasks now
complete. In the past year, we completed the data management structure by identifying data
stewards and trustees and their associated roles and responsibilities. In doing so, we met the
new requirements for data governance established by the University System of Georgia (USG).
We also created a new Data Management and Governance Committee. This committee is
working to clarify data definitions, resolve cross-domain data issues, promote consistent and
widespread use of core University data elements, and share best practices on data standards
and data access. These standards, as well as other information on available data sources and
reporting tools, are being compiled into a University Web site that will be made available later
this year. In the academic strategic reporting area, considerable progress has also been made
with the identification of, and agreement on, the definition of over 90+ core data elements
critical to academic and business processes. This work has been accomplished through two
data cookbook workshops with key leaders across the University, and future sessions are also
expected to yield further progress. When it comes to the effective and efficient use of data to
inform decision making at the University of Georgia, our past preference for customized,
siloed data systems has made success difficult to attain. However, this past year, the
implementation of Banner, the hiring of our Universitys first chief data officer, and the
promotion of a culture that supports cross-domain collaboration have resulted in the
successful establishment of a stable foundation that will serve us well in the future and as we
implement the new PeopleSoft systems for finance, human resources, and payroll.
4. Take advantage of the additional resources made available through the past four years of
expense reduction and resource reallocation to make selective, targeted investments in
new personnel in key areas reporting to the VPIT. The primary focus of these
reinvestments should be in the areas of academic information support, new initiatives
supporting improved financial and process efficiencies, and the reporting and analytical
use of data to inform University-wide decision making (Strategic Goals #1 and #5).

VPIT Annual Planning Memorandum for FY17

Current Status: These tasks have been completed successfully. Through our 20% expense
reduction and reallocation initiative, we have succeeded in identifying and reallocating $3.2
million in resources to support our strategic goals. Previously, this has included campus-wide
technologies supporting network infrastructure, virtual computing for students, and
information security. We have also identified, in this past year, $2 million in reallocations that
will be made available to support the ongoing maintenance of the new PeopleSoft applications,
beginning in FY21. Specific to the goals outlined last year, we have reallocated salary dollars
to support critical needs of the teams supporting the VPI student success initiatives (2 positions
in OIR, 1 position on the Web / Mobile / Portal team) and an additional investment in OIR to
support new leadership for the office. Overall, this represents a reallocation of $310k in
existing resources to support our Universitys most strategic initiatives in the areas of
academic and student success.
5. Continue the development and use of the 5 why defect analysis and elimination program
implemented over the previous year. Work to further evangelize and engrain this
program throughout all operating areas that report to the VPIT, ensuring that defect
elimination remains a core part of the working culture of these organizations.
Demonstrate and advocate for use of this program across the different organizational
boundaries of the University, influencing the development of similar programs across
those areas (Strategic Goal #3).
Current Status: This initiative has been a rousing success. In 2015, EITS supported services
have not experienced any unplanned outages or disruptions to production services that were
the result of poor planning, change management, or lack of testing. We have been very
successful in creating a culture of continuous improvement and defect elimination, and the
improvement in the reliability of our core campus-services has been noted by many, including
the committee of peers that just completed our five-year program review. Our challenge for
the coming year will be to continue to nurture and support this culture, even while many of
our resources are focused on the implementation of the new PeopleSoft applications for
finance, human resources, and payroll.
6. Complete the hiring of new senior leadership roles, including the Chief Technology
Officer and the Associate CIO for Data Reporting and Analytics (the Chief Data Officer).
Work with the internal leadership of EITS to reorganize reporting lines consistent with
these new roles, freeing the Vice President for Information Technology so that he can
better support the provost and other senior leaders with more strategic use of
information and technology (Strategic Goal #3).
Current Status: These initiatives have been completed successfully. Earlier this year, Michael
Lucas began serving as the Universitys Chief Technology Officer (CTO), and Sharon Logan
began serving as the Universitys Chief Data Officer (CDO). Both of these individuals have been
instrumental in the success of many of the projects and initiatives mentioned in this section of
the report.
Goals for the Next 12 Months
Let me lay out for you our most important priorities over the next year, and provide you some
context for each of them. Given our five strategic goals, I would like to see our organization
collectively focus on these specific initiatives listed below over the next twelve months. Know
that I am counting on everyone across our Units to play an important critical role in supporting,
leading, and delivering on these initiatives.
VPIT Annual Planning Memorandum for FY17

First, as the ConnectUGA project has now successfully drawn to a close, it is time to focus on
renewing and replacing the Universitys core administrative systems for finance, human
resources, and payroll. The lessons learned from the Banner project are immense, and have
prepared us for what will be a larger and more complex undertaking.
1. Continue to support our PeopleSoft implementation of the finance, human resources,
and payroll systems, as part of the OneSource project. Work, to the degree possible, to
support the USGs implementation of a shared human resources and payroll system
(called the oneusg project), while also ensuring that resource conflicts and drains do
not pose unnecessary risks to our own implementation of PeopleSoft finance. At the
same time, continue the present work to implement more specialized systems for
enhanced financial reporting, academic and financial data warehousing, and digital
signatures (strategic goal #1). I have assigned this goal to Michael Lucas, Chris
Wilkins, and their teams.
2. Work to identify, track, and preserve savings that are now accruing from UGAs
reduced use of the mainframe so that those funds are available to support the
Universitys new PeopleSoft systems for finance, human resources, and payroll. EITS
has committed to providing $2 million in annual support for these new systems,
beginning in FY21. As these savings become realized now, ensure that they are not
spent in a recurring way on other initiatives so that they remain available as expected
(strategic goal #1). I have assigned this goal to Pam Burkhart.
At the same time, we must continue to focus efforts on maximizing the return on investment we
receive from the Banner implementation. Extending these gains into the domain of advising and
student academic support is a key, strategic initiative for the University of Georgia.
3. Continue to provide the support and expertise, as necessary, to support the Office of the
Vice President for Instruction as it embarks on new services to enhance the advising
experience for students. This includes technical support, advice on project
management, mobile development support, and communications support. I expect,
over the course of the next year, the initiative will include resolving issues with UGAs
use of DegreeWorks, the implementation of a new advising system, and integration
with the UGA Mobile App (strategic goal #1). I have assigned this goal to Michael
Lucas.
Beefing up the Universitys central resources supporting faculty research, particularly in the
storage area, has been identified as a key need. As we add additional services in this space, we
should continue to work closely with our faculty partners to identify and offer other key services
that are needed by our researcher community as the University works to increase its research
activity.
4. Continue advancing our services that support faculty and student research by
expanding offerings under the GACRC to included shared disk storage. Continue the
current activities of the GACRC to include increasingly more training opportunities for
faculty to take advantage of our HPC resources. Work to strengthen mechanisms that
allow faculty to influence the direction of infrastructure services at the University
through the use of informal and formal groups, focusing particularly on our new
cohort of faculty hired to support the Universitys informatics initiative (strategic goal
#2). I have assigned this goal to myself, Michael Lucas, and Lynn Wilson.
VPIT Annual Planning Memorandum for FY17

5. Continue progress in ensuring that University and college-level IT services are more
closely aligned with the needs of our faculty. While our annual TechQual+ survey
shows that students and staff alike have very positive impressions of IT services, our
faculty continue to have very poor impressions of those same services. Continue to
build on our work this past year with the new faculty IT services guide by completing a
companion Web site. Conduct further research based on this years TechQual+ to better
understand faculty perceptions of IT and then work with other IT leaders and
professionals to take the steps necessary to begin bridging this gap (strategic goal #3).
I have assigned this goal to Lynn Wilson.
While the University has made some very significant strides in improving the information
security posture of our systems and services in these past five years, we must not become
complacent in this area. In fact, we have to do much, much more than that. We have to
continually put ourselves in a position where we are persistently researching and becoming
aware of the most recent threats against large enterprises, regularly reassessing where we are
against these evolving threats, and making new investments in tools and infrastructure that are
more resilient. To begin, this next year we should reassess where we are in regards to protecting
sensitive and restricted information, and take additional steps as necessary to build on the gains
we have realized previously.
6. Engage a third-party information security consulting firm to provide the institution
with a health check regarding its use of sensitive and restricted information, to ensure
that the Universitys information security posture continues to mature and that we are
doing the maximum possible to reduce the Universitys exposure to both internal and
external computer threats. This assessment should be similar to third-party reviews
conducted in 2012 and 2013 after information security breaches occurred. The focus of
the review should be on those areas that have a legitimate business need for regularly
handling and using sensitive and restricted information. Post-review, begin to work
with departments across the University to act on recommendations that come forth
(strategic goal #4). I have assigned this goal to Brian Rivers.
Our ArchPass system has been a critical tool in reducing our information security risks, and it is
time to begin to extend the system to Web-based systems used by the University at large. Most
of the major exposures in higher education in the recent past have been because of passwords
lost to phishing scams or malware. The ArchPass system significantly reduces the risks
associated with those threats for the University of Georgia.
7. Expand the ArchPass system to include multi-factor authentication for Web-based
applications through the Universitys Central Authentication Service (CAS). Implement
new infrastructure that is capable of supporting multi-factor authentication by all
students, faculty, and staff at the University of Georgia. Begin testing this new
infrastructure by identifying and piloting access to systems in use by smaller groups of
University constituents, while developing plans for a fuller, campus-wide
implementation in the following year (strategic goal #4). I have assigned this goal to
Brian Rivers.
Further in the information security space, the plethora and diversity of Web sites (thousands)
and Web content management systems (dozens) in use at the University of Georgia make this
space a prime target for those who would do the University harm. In the past year, we have had
several instances where University Web sites have been exploited or re-exploited because of
VPIT Annual Planning Memorandum for FY17

freeware or open-source content management systems that are not regularly updated or
patched. Its time for the University to begin move in a more coordinated manner regarding
Web publishing and Web content management to begin reducing these risks.
8. Launch the OmniUpdate content management system with selected partners across the
campus. Expanded use of OmniUpdate will provide departments across the University
a fuller and better set of tools for Web-based communications, as well as helping to
ensure that the tools that we use benefit from ongoing (and vendor supported)
research, development, and the latest security protections. Additionally, with its
integration into cloud-based hosting for UGA Web sites, this will help ensure the
availability of these communications platforms in case the Athens campus loses its
power or Internet connection (strategic goal #3, #4). I have assigned this goal to Lynn
Wilson and Michael Lucas.
And for our last goal, we should continue to build on the gains of the past year when it comes to
leveraging data to more fully inform decision making across the University of Georgia.
9. Continue to work to enhance University-wide capabilities for data-informed decision
making, particularly when it comes to the use of academic information. Continue
efforts to better define and standardize essential data elements across domain
boundaries, while improving the availability, efficiency, and accuracy of data reports
provided through the Office of Institutional Research. Support the new leadership over
OIR as they work to further the relationships necessary to ensure that the offices work
has a stronger impact on University decision making (strategic goal #5). I have
assigned this goal to Sharon Logan and Paul Klute.
Our success over the past five years has been due to your combined experience, wisdom, and
expertise. These attributes are our most important resource. We will continue to work over the
coming months to reinvent the ways in which we approach our work, the way we plan, the way
we define success, the way we engage our end user community, and the way we hold each other
accountable. I like what I see each day and I look forward to our continued journey together.
Thank you for all that you do, and know that you can call on me at any time when I can be
helpful to you. I look forward to the opportunity to discuss the contents of this planning
memorandum with you and to answer your questions when we meet in April 14th. I hope to see
you there.
Cc:

Jere W. Morehead, President

Pamela S. Whitten, Senior Vice President for Academic Affairs and Provost
Information Technology Managers Forum
University Information Technology Professionals

VPIT Annual Planning Memorandum for FY17