Copyright 1994 CAUSE. From _CAUSE/EFFECT_ Volume 17, Number 
3, Fall 1994. Permission to copy or disseminate all or part 
of this material is granted provided that the copies are not 
made or distributed for commercial advantage, the CAUSE 
copyright and its date appear, and notice is given that 
copying is by permission of CAUSE, the association for 
managing and using information resources in higher education. 
To disseminate otherwise, or to republish, requires written 
permission. For further information, contact Julia Rudy at 
CAUSE, 4840 Pearl East Circle, Suite 302E, Boulder, CO 80301 
USA; 303-939-0308; e-mail: jrudy@CAUSE.colorado.edu


READERS RESPOND QUESTION:

IF YOUR CAMPUS'S INFORMATION TECHNOLOGY/SERVICES ORGANIZATION 
HAS UNDERGONE A REORGANIZATION IN THE LAST COUPLE OF YEARS, 
OR SUCH A CHANGE IS ON THE HORIZON, WHAT WAS/WILL BE THE 
MAJOR THRUST OF THE RESTRUCTURING?


ANSWERS:

A year and a half ago at Arizona State University, we 
restructured the way we deliver academic computing support on 
campus. We dismantled a substantial piece of our then 
centralized support structure and developed a more 
distributed computer support structure. Roughly half of our 
consultants were physically distributed to the colleges. They 
continue to report centrally for consistency and career 
progression purposes; however, they have offices in the 
colleges and take their day-to-day work direction from 
college leadership. This program has been a resounding 
success, with the only complaint being that the colleges 
would all like more resources.

We also found we had to "reengineer" the way we deliver 
computer support in order to integrate central and 
distributed staff in delivering consulting. We had to move to 
an electronic consulting paradigm as the "front end" for 
accessing the consultants, whether they be centralized or 
distributed. (Presentations have been done on this 
restructuring at the SIGUCCS '92 User Services and Educom 
conferences.)

The rationale for this change was to better respond to the 
exploding local support needs in the colleges.

Larry Conrad
Director, Computing and Networking Services
larry.conrad@asu.edu



The most conspicuous recent information services 
reorganization at Winthrop University was the creation in 
Fall 1993 of a new associate vice president position in 
academic affairs. All information technology-related areas 
now report under that position, including the dean of the 
library. The purpose was to more closely align the various 
information service units with the institution's "Vision of 
Distinction" mission, goals, and objectives.

Don Gardner
Associate Vice President 
Information Management/Instructional Technology
gardner@acad.winthrop.edu



The Information Systems (IS) organization at Virginia Tech 
has recently initiated changes to start a major project for 
replacing all core administrative systems in the next three 
to five years. The project focuses on comprehensive 
integrated systems in a distributed environment while 
incorporating reengineering concepts into all 
implementations. We negotiated with distributed support units 
(for example, Student Systems and Finance Systems) that were 
not part of the IS organization to bring them into this new, 
team-based structure. In addition, we worked with 
administrators to have functional personnel (for example, 
controller's office and personnel) participate and, in most 
cases, lead functional teams. All maintenance and support for 
current systems is also part of this new team. The bottom 
line is that about sixty people have been reassigned to the 
Administrative Systems Initiative, and other support teams 
have been formed within the IS organization. It is a 
strategic initiative and team-based structure that will 
receive much attention in the next five years.

A. Wayne Donald
Team Leader, Project ENABLE
wayne.donald@vt.edu



Eastern Michigan University realigned its information 
technology organization in 1991. Administrative computing, 
data center operations, and campus networking are the 
responsibility of University Computing within EMU's Executive 
Division. Instructional and research technologies are the 
responsibility of Learning Technologies within the Academic 
Affairs Division. The two organizations collaborate to 
maximize University technology investments, with their 
strategic planning efforts coordinated through the 
Information Services Planning Committee which reports to the 
president's cabinet.

The results of this realignment have been very positive. 
Service levels have improved in all areas. EMU has instituted 
a Learning Technologies funding initiative as part of a 
general student fee package. We have obtained funding to 
implement a new student information system. Through 
coordinated planning, we have internally funded our campus 
fiber optic network. We are now planning the technology 
component of our new library building, which is scheduled to 
open in 1997.

Our experiences were presented at a CAUSE93 poster session. 
The EMU realignment has worked for three basic reasons: (1) 
commitment by the president and his cabinet to a 
collaborative, not competitive, relationship between academic 
and administrative computing; (2) a close working 
relationship between University Computing and Learning 
Technologies administration and staff; and (3) an active, 
visible, and effective advisory structure.

Morell D. Boone
Dean, Learning Resources and Technologies
morell.boone@emich.edu
and
S. Alan McCord
Executive Director, University Computing
alan.mccord@emich.edu



The central academic/administrative computer center at Auburn 
University (the Division of University Computing) completed a 
major organizational reengineering during FY 94. Our dual 
objectives were to maximize efficiency and effectiveness.

With respect to efficiency, we implemented a number of staff 
"rightsizing" actions. Management was downsized by 45 
percent, clerical support was downsized by 50 percent, and 
operations was downsized by 30 percent. The professional 
staff was upsized by 32 percent. In addition, several 
professional positions were reassigned to higher priority 
areas. In total, we increased the number of staff in the 
microcomputer, network, user support, and information systems 
areas and decreased staffing in the systems, database, 
production control, and remote print areas. Duplication of 
effort within and between all areas was eliminated.

With regard to effectiveness, our new organization is 
designed to focus on user/client needs, with more emphasis on 
distributed computing, network services, and online systems. 
We've organizationally dropped the distinction between 
academic and administrative computing. We've consolidated all 
of our user support functions into one organizational unit 
and physical location. And we've implemented a new management 
style that emphasizes teamwork and flexibility, and empowers 
employees.

Bruce Lewis
Executive Director
Division of University Computing
lewisbr@mail.auburn.edu



The University of Kansas/Lawrence has recently (April 1994) 
combined the Office of Information Systems, Academic 
Computing Services, Printing Service, and Telecommunications 
as Information Technology Services reporting to an executive 
director. In this process the networking division of Academic 
Computing was merged with Telecommunications to form the 
department of Networking and Telecommunications Services 
(NTS). Cornell University served as a model for this merger. 
Reasons for the reorganization include improved efficiency 
and elimination of redundant services. Joint planning efforts 
are expected to lead to complementary service offerings and 
better service for faculty, staff, and students. Staffing 
levels and budget levels were not changed in this 
reorganization.

Jerry Niebaum
Executive Director
Information Technology Services
niebaum@kuhub.cc.ukans.edu



Established as San Francisco's first institution of higher 
learning in 1855, the University of San Francisco serves 
7,500 students in the liberal arts and five professional 
schools.

In the past two years USF has consolidated academic and 
administrative computing, telecommunications, networks, 
instructional media, and technology training into Information 
Technology Services. In February 1994 an executive director 
was hired to manage this reorganized group. ITS reports to 
the provost.

Internal management: The major thrust of this new 
organization is to consolidate resources from all technology 
areas, and to coordinate and increase efficiency in spending. 
During the first budget cycle of this consolidation all major 
resource items requested by the original areas were funded. 
The consolidation of budgets and prioritization of requests 
resulted in appropriate spending in all areas.

Campus impact: The major goal of the reorganization was to 
develop a unified approach to service. Included in this 
effort was an increased accountability from the ITS staff, 
development of response-time goals, and identifying areas 
needing support. There is a change from "center" focus to the 
major goal of beginning to facilitate student, faculty, and 
staff uses of technology in the teaching and learning 
processes, while acknowledging that the business processes of 
the institution are also very important in providing service 
to students.

Model: The ISO-OSI network communication model is being used 
as the basis for the reorganization. First, some forty 
generalized positions and/or duties were described. Then the 
seven layers of the OSI network were placed into three 
groups. Physical, Link, and Network layers describe an 
Infrastructure Services group. Session and Transport layers 
are inter-organizational management tasks called Management 
Services and the Presentation and Application layers 
represent User Services. Tasks that were associated with each 
layer were then assigned to one of the new groups. For 
example: application software support was placed in User 
Services, account creation was placed in Management Services, 
and PC maintenance was placed in Infrastructure Services.

Where are we in the process? The six units report to a single 
individual. Budget and reporting structures have been 
consolidated. The "breaking down" of the six areas is under 
way. A planned six-month to one-year transition is under way 
to move individuals into the new structure. Support from the 
provost and institution is very strong.

Robert Paterson
Executive Director
Information Technology Services
paterson@usfca.edu



Computing Services at Lakehead University (Ontario, Canada) 
was restructured in May 1994, largely to address the 
following issues:
     
(1) The University wanted to concentrate on the 
reengineering of its processes, but funding limitations would 
not allow more than minimal consultant assistance.
     
(2) There was a duplication of services in support of 
networking and distributed microcomputers due to the 
transformation of computing and communications services into 
a consumer products business.

After some months of deliberation, senior administration made 
the following changes:
     
(1) As the former Director of Computing Services, I have 
become the Director of Reengineering. I retain the staff who 
were in the administrative development group, so that: (a) as 
the need for technical changes in support of reengineering is 
determined, I can deploy the staff to implement them; and (b) 
I have analyst support for the re-engineering initiative. I 
now report to both of the University's vice presidents, so 
that processes can be reengineered on a campus-wide basis.
     
(2) The operations, microcomputer support (which also 
includes academic services), and technical support groups 
have been merged with the audio visual, microcomputer store, 
telephone, and television sections into an Information 
Technology Resource Centre.
 
So far, everyone is pleased with the change. This may depend 
upon the particular interests of the people at Lakehead. 
Since the aspect of planning has receded from the sphere of 
basic technology services, I find reengineering exactly my 
interest; as an entrepreneur by nature, the new Director of 
the Resource Centre fits the consumer products nature of the 
technology business well.

Don Watson
Director of Reengineering
dwatson@flash.lakeheadu.ca



The Information/Technology area at Grace College was 
reorganized last year. Previously known as the Data 
Processing department, we were responsible for computing 
needs only (primarily administrative computing). This area is 
now labeled Computing/Telecom Services department. We are 
responsible for academic and administrative computing, 
including mainframe, PCs, and networks, as well as the campus 
telephone system, which had previously been administered by a 
combination of other unrelated departments. Including the 
telephone system with the IT area has proven to be 
beneficial, since phone systems are now used for so much more 
than just voice communication.

Audrey Tobias
Director, Computer/Telecom Services
atobias@grace.edu



I believe that our reorganization at California Lutheran 
University is somewhat unique, as we have not simply placed 
the library, academic computing, administrative computing, 
media services, and telecommunications under one 
administrative head, but we have actually done away with all 
five of those entities as separate departments, reorganized 
the staff, rewritten all position descriptions, and created a 
new division called Information Systems and Services. ISS is 
made up of two departments--Technical Support Services and 
User Support Services--and a staff person responsible for 
collecting and analyzing data to support University 
assessment and planning activities.

The Technical Support Services department is responsible for 
the maintenance and development of the local information 
databases, providing and organizing access to remote 
databases, telecommunications, network management, and 
hardware/software maintenance and installation. This new 
department encompasses the former telecommunications 
department, the library's technical services functions, and 
the technical aspects of academic and administrative 
information services.

The User Support Services department is responsible for 
providing assistance to all users of the network, including 
but not limited to helping users find needed information and 
use software applications and/or computer-assisted 
instructional software; training users of the network 
resources; providing a help/information desk; providing 
equipment reservations and delivery; and offering 
document/information delivery services. This new department 
encompasses the training and user support aspects of the 
former academic computing and administrative information 
services, media services, and the library's reference, 
collection development, interlibrary loan, and circulation 
functions.

Staff went through a structured interview process and had 
first priority on applying for the new position they felt 
best fit their interests and abilities. The University 
committed to provide training as long as the desire and 
potential were there. Yes, we did let a few staff go, as a 
result of the structured interview process, but most are 
still here, and new people are still coming on board.

The implementation of our reorganization is going amazingly 
well! I really think that we are being successful at tearing 
down old walls and putting in place a truly new paradigm.

Ken Pflueger
Chief Information Officer and
Director of Information Services
ken@oaks.callutheran.edu



At the University of Scranton we have implemented an IT 
organizational restructuring plan over a period of three 
years. In 1991 I was appointed Assistant Provost for 
Information Technology with responsibilities for academic 
computing, administrative computing, office automation, and 
networking and telecommunciations (including telephone 
services). In 1992, the Office of Instructional Technologies 
(including media, the radio station, TV production 
operations, and the campus cable TV system) were added to my 
responsibilities. This year I was appointed Associate Provost 
for Information Technology, as the University Library became 
part of the IT organization. Another major function, the 
University's single-card program, called the Royal Card, was 
also added to the IT area this year.

In announcing the most recent changes to the IT area the 
University Provost, Dr. Richard Passon, indicated that these 
moves met the University's goal of integrating all 
information technology functions under one senior 
administrator. The expected benefits of the restructuring 
include coordination of IT resource allocation and 
workload/productivity, integrating and coordinating the IT 
planning function effectively, linking IT strategic planning 
to the institutional strategic plan, and developing synergies 
between IT departments.

Jerry DeSanto
Associate Provost for Information Technology
desantoj1@uofs.edu



The Ohio State University's three units involved with 
academic computing services--the Office of Academic 
Computing, Academic Computing Services, and the Center for 
Instructional Resources--recently merged into one unit, now 
called Academic Technology Services (ATS). The major thrust 
of this reorganization was to combine the three separate 
units into one cohesive organization to support the interests 
of the University community in achieving its teaching, 
learning, research, and service goals through the use of 
instructional, information, and computing technologies in an 
even more integrated and effective manner. An outside 
consulting firm assisted with the reorganization by making 
recommendations based on interviews with staff members and 
feedback from focus groups made up of the University's user 
community. Plans for next year include a merge of ATS with 
University Systems, Ohio State's provider of administrative 
computing services. This restructuring is intended to 
stabilize funding and services and is part of an ongoing 
effort to restructure academic support services to simplify 
structure, remove barriers to cooperative efforts, and 
provide better services at less cost.

Teri Ryan
Program Assistant
Academic Technology Services
teri@osc.edu



The University of North Carolina at Chapel Hill's Office of 
Information Technology (OIT) serves the campus' academic 
technology, campus-wide data and video networking, and much 
of the campus desktop support needs. Information collected 
last year in focus group interviews led us to reorganize our 
services into a set of user-centered core application areas, 
planned and managed by cross-divisional work teams.

We asked participants representing a broad cross-section of 
the University community to comment on long-term trends in 
their discipline and the role information technology might 
play. From their responses we learned that the University 
views our services in areas of specialization, distinct from 
our administrative organization, which they may use 
individually or in combination:
  *  Information Services--electronic mail and other services 
to access and "publish" information via networks.
  *  Data Management Services--central data and information 
storage services for online shared information and archival 
and distributed file systems.
  *  Computational Applications Services--central and 
distributed computational applications and compilers.
  *  Instructional Support Services--currently being planned.

The two OIT line divisions, Services and Systems (formed from 
the recently merged Network and Computing Divisions), provide 
the operational and infrastructure resources and activities, 
e.g. help desk, training, systems administration, network 
management, which make up the core application areas.

Anne Parker
Deputy Director
Office of Information Technology
anne_parker@unc.edu



Mankato State University has reorganized as of July 1,1994. 
The old structure included an Associate Vice President for 
Computer Services and a Dean of the Library. Computer 
Services provided administrative, LAN, and micro and academic 
computing support (including central support for seven 
Minnesota state universities).

In the new structure, the Associate Vice President for 
Computer Services is now the Associate Vice President for 
Computer and Information Services. The Dean of the Library 
position was eliminated and a new position, Director of 
Library Services and Information Technology, now reports to 
the Associate Vice President for Computer and Information 
Services.

This change will enable Mankato State University to integrate 
and aggressively support multimedia, distance education, and 
information access areas.

Don Olson
Associate Vice President for
Computer and Information Services
don_olson@ms1.mankato.msus.edu



The above responses were published in the print magazine.
In addition to the responses printed, the following unedited 
responses were received after the magazine had gone to press.


The Office for Information Technology (OIT) at Harvard 
University undertook a major reorganization toward the end of 
calendar year 1993. The new organization focused in four 
major areas: client services, production services, IT 
services development, and business services. 

The overall objective was to shift away from an organization 
aligned with the products and services offered to a new 
organization centered on who our
customers are. We wanted to create more internal cooperation 
and synergy among our diverse functions for the benefit of 
our clients and customers. Goals were to improve customer 
service by flattening the organization, instituting
additional critical success criteria (other than financial) 
including customer satisfaction and project management 
metrics and building these into our recognition and reward 
structure.

We established new client manager positions for OIT 
representatives who understand the IT needs, issues, 
concerns, and directions of the client. They are aware of the 
client's IT environment, and are fully up to date on all of 
the products and services that OIT provides. Client managers 
facilitate and coordinate, pulling together the appropriate 
OIT team of specialists and service providers, and outside 
resources when necessary, to meet the clients'
needs in a seamless and comprehensive way.

The Production Services group is responsible for all OIT 
products and services operations, vendor contracts and 
relations, service quality management, and production 
services expense management. The IT Services Development 
group focuses on defining Harvard's IT vision and 
architecture in support of the mission of the University and 
for planning, designing, prototyping, and implementing the 
components of the University IT infrastructure. Business
services includes OIT's financial, human resources, 
facilities, Harvard Quality Process, and management 
information services.

To make this organization work, we are establishing formal 
and informal systems and linkages among the individuals and 
units in our new department. This is a change which impacts 
all individuals and organization units. We have made the
process as inclusive as possible using several methods:

--open workshops to define new organization principles
--roundtable meetings to identify organization issues and
  needs
--human resource committee for support programs to exempt and
  non-exempt staff
--transition teams to place and implement new organization
  structure
--frequent communications through memos, newsletters, and 
  e-mail to all staff 
--training for staff on: change, OIT services (who does
  what), and working within the new organization

This is a continuing process. The current focus is on re-
designing workflow in the data network service area and on 
consolidating computer, network, and print operations. The 
next major change will be in the redesign or re-engineering 
of several financial and administrative processes serving the 
entire department.

Stephen C. Hall
Director, Office for Information Technology 
SHALL@HARVARDA.HARVARD.EDU
and 
Connie Towler
Program Director
Harvard Quality Process
CONNIE@HARVARDA.HARVARD.EDU




Our college reorganized its committee structure in the fall 
of 1992. The new Information Technology Committee combined 
the old Academic Computing Committee and Information Services 
(a.k.a. Administrative Computing). The new group revised 
college policy and goals in the area of information 
technology and has recently had several proposals
approved that should increase our efficiency. The most 
positive outcome of the reorganization has been improved 
communication and understanding between the "two cultures" -- 
academic and administrative. People from the two camps know 
each other now, understand each other's problems, and
cooperate in many ways heretofore unknown on our campus.

Tom Sullivan
English Department
Moraine Valley Community College
tom.sullivan@gco.com