Operational IT Committee
3:00 – 4:00 p.m., July 22, FAC 228D
I. Outgoing Email Task Force – Proposal (Mike Horn)
II. Zero-Based Budget – Brief (Brad Englert)
III. BACS Operations Manual – Provisional Endorsement (William Green)
IV. Administrative Systems Modernization Program – Update (Renee Wallace)
July
BSC
7/3, 1:30-3:00
No Meeting
August
BSC
8/7, 1:30-3:00
*Shared Services (Jamie Southerland)
*BACS Approach (William Green)
7/17, 1:30-2:30
ASMP Steering Committee (Renee
Wallace)
AIC
7/10, 9:00-10:30
8/21, 1:30-2:30
ASMP Steering Committee (Renee Wallace)
*Two-Factor Authentication (Cam Beasley,
C.W. Belcher)
*Spring Office 365 Migration - Update
(Sabina Winters)
*Help Desk as a Service (Sandra Germenis)
R&E
7/29, 11:00-4:00
No Meeting
AIC
8/14, 9:00-10:30
R&E
No Meeting
LIFT Selection
OIT
7/22, 3:00-4:00
OIT
No Meeting
*Outgoing Email Task Force (Mike Horn)
*Zero-Based Budget (Brad Englert)
*BACS Strategy (William Green)
*ASMP (Renee Wallace)
C-13
C-13
No Meeting
No Meeting
C-14
C-14
No Meeting
No Meeting
SITAB
August 28, 9:00-10:00 a.m. Stark Library
SITAB
*Zero-Based Budget (Brad Englert)
*Network Architecture Changes (William
Green)
*Technical Support Contact Certification
Update (Sandra Germemis, Cam Beasley)
*LIFT Update (Brad Englert, Christy Tran)
Outgoing Email / Marketing Email Task Force
Problem Statement
Across the colleges, schools, and departments, the University sends out millions of marketing emails
every day to our alumni, former students, visitors, and donors
The function of outgoing emails is completely decentralized which causes the following problems:
o
Multiple software tools and services are being used, likely leading to wasted resources and
spending along with possible risk for fraud and abuse
o
Multiple email lists exist, making it impossible for any user to know what emails they are
subscribed to and impossible to unsubscribe universally, which may be a violation of the
CAN SPAM Act of 2003
o
No central email calendar exists, leading to users receiving multiple, disconnected emails
from campus on the same day
Proposal
Establish a task force, sponsored by OIT and the President’s Office, to investigate the problem and
recommend further action if necessary
Key Next Steps and Timeline
Get approval from OIT to establish task force
Name a Chair and Co-Chair, establish membership
Request any and all contracts across campus for outgoing email tools and services from Business
Contracts team
Establish a definitive list of all email tools and services, their source of record for email address data,
cost for the service, resources used to send emails, and the number of annual emails being sent
(approximate)
Survey interest and challenges for a campus-wide outgoing email service
Establish guidelines, policies, and processes for a centralized outgoing email service
Investigate possible implications for Regroup with proposed solutions
Recommend proposed solutions and next steps to OIT
Information Technology Services (ITS) Zero-Based Budget – Brief
In 2009, the Strategic IT Advisory Committee asked ITS to develop a zero-based budget. The
goal of the zero-based budget was to evaluate and prioritize the projects and services of the
organization and to make the organization more transparent. Before a new service was added,
that service was evaluated in terms of the services currently offered and the limited and set
resources available. Rates for services were evaluated in terms of the cost of service and
offered at a competitive rates (set by the CFO’s rate setting team) that are posted and easily
accessible. ITS engaged in continual improvement and held conversations with campus to
understand if services could be delivered better, more cost effective, and faster.
From fiscal years 2009 to 2013, 44 services have been introduced and more than 30
services have been retired.
Some Highlights:
• Funds recovered from Office of the CIO staffing changes were redirected toward
services and improved service delivery.
• Applications saved and redirected funds from identity management and authentication
to staff education programs and new authentication and authorization services.
• Customer Service and Support Services redirected funds from central-only based
customer services to contracting with departments to support managed help desk
services for multiple campus units.
• The Information Security Office worked with units to trim costs in monitoring and
protecting several individual services, transitioning those services to more central
services that are more easily monitored and protected.
• Networking and Telecommunications Services redirected several million dollars from
phone services to VoIP and building security services and network upgrades.
• Systems redirected savings from Blackboard to Canvas, our new learning management
system, and several items associated with the eventual decommissioning of the
mainframe to UNIX storage, virtual machines, and software licenses.
• The balance of funds for the Data Centers come from central funding, co-location fees,
and retirement of a small number of services.
Over the past five fiscal years, ITS added new services, addressed growth, and
increased value in the face of a constant-level budget.
A detailed report will be available and posted to the CIO website in August of 2015.
1
ITS Zero-Based Budget – Brief
BAC S O p e ra t i o n s M a n u a l – E n d o r s e
Overview
The Building Access Control and Security (BACS) Operations Manual codifies how those systems
are managed and supported at the university.
Specifics
An IT Governance Business Services Committee (BSC) Task Force made up of Campus Safety,
Liberal Arts, McCombs, Moody, Natural Sciences and ITS oversaw development of this manual,
along with review and requirements from the Information Security Office and Office of Internal
Audit. Key points include:
1. Security standards, requirements and oversight are defined for different types of
spaces
2. Campus Safety is the owner and ultimate decider for BACS services
3. Governance is through BSC and Campus Safety and Security Committee
4. ITS is responsible for operations, in consultation with applicable University
Operations units as noted
5. Units have responsibilities for operations of delegated components
6. BACS is supported primary through fees:
a. Units requiring security fund that security
b. External door support, not installation, is provided as a Common Good
c. False alarm fees are instituted to ensure proper usage
7. Financial impact: new construction/renovation must adhere to new classifications,
or as required by authority (e.g. Audit, EH&S, ISO)
Governance version: https://utexas.box.com/s/y6390knmbwp87456gjep
(final version will be published on CIO site once fully approved)
BSC
V 1.1
July 16, 2015