Heavy user demand Unrealistic user expectations Lack of

• Heavy user demand • Unrealistic user expectations • Lack of proper resources • Wary of criticism. . . can’t do anything right

Withdrawing to the “IT Fortress: ” Territorialism • Tendency for IT Organizations to build walls • Easy to adopt a defensive stance/siege mentality • Restrict the “peasants” in their freedoms • Subtle feelings of superiority

The reality of other “IT Kingdoms” • Some units have a bad history with Central IT • Mistrust of central authority due to past “misdeeds” (even ten years ago) • Hired their own personnel to gain better control, not be dependent

The reality of other “IT Kingdoms” (cont. ) • Result: Most Central IT Units in academia are not “stand alone” • Pockets of IT Support scattered around the university or college • Might range in size from larger units to pockets of one or two individuals

The Struggle for Power • Many times there exists unhealthy competition between Central IT and these other “IT Kingdoms” • Central IT is seen as domineering and inflexible • Imposing standards • Chargebacks • Irrational policies and procedures • Tendency to conquer and control outside units • Net result is that Central IT is sometimes viewed as the “Evilhearted Overlord, ” who has come to tax and terrorize the countryside

Call a cease fire. . . embrace partnerships with units outside of central IT and introduce an atmosphere of open collaboration while effectively utilizing the collective strengths of all resources.

WVU’s Office of Information Technology • 175 person staff • $30 M budget • Not a resource poor environment

WVU’s Office of Information Technology (cont. ) Historically: • Numerous IT resources outside OIT • Politically stagnant • Lack of IT leadership/vision • No visibility/access

The First Partnership – Admissions and Records • Banner Student Information System • Perfect example of competing units • Finger pointing and worse • No accountability for overall success of the project • The idea of a strategic partnership • Student Systems Development – a joint reporting unit

Immediate Impact – The Partnership between Student Affairs and OIT • WVU Technology Support Center • Student Connectivity Project

WVU Technology Support Center (TSC) • Established by OIT and Student Affairs to assist students, faculty, and staff with all technology needs. • The TSC’s Program Coordinator jointreports to the Director of OIT Customer Support and the Associate Director for Student Affairs Administrative Technology • Merger of OIT’s Computer Service & Repair unit with Student Affairs’ Residential Network Consultants (RNCs)

WVU TSC Services • End-user support for Res. Net users; the TSC handles on-site calls for Student Connectivity • Computer hardware service and repair • Software installation and support • Pre-sales consulting for students wishing to purchase a new computer • Students can purchase a new computer directly from the manufacturer on a web site set up for WVU

TSC Vendor Agreements • The TSC does not sell computers; however, the TSC worked with major computer manufacturers such as Dell, Gateway, IBM, and others to acquire significantly reduced prices on their business-class computers for student purchases • Students can view demo models in the TSC, ask questions of the TSC staff, and even order a new computer on-line directly from the vendor

TSC Locations • Service & Repair area located in the Mountainlair, WVU’s student union, provides convenient access for students on the downtown campus • “Sales” area located in the WVU Bookstore on the downtown campus allows students to purchase computer accessories and peripherals for their new or current computer at the Bookstore • A new service, repair, and “sales” location in the Evansdale Residential Complex will provide convenient access to students living on the Evansdale campus

First Big Test – The Student Connectivity Project • The project’s purpose is to help students get connected to Res. Net, the University’s residence hall network. • First major effort of the combined personnel of the Technology Support Center.

History of Student Connectivity • Started in the Fall of 1997 • Prior to the fall of 2000, Student Affairs managed the project with 10 student employees under the direction of a full-time staff member.

Unprecedented Growth in Student Connectivity

Results of the Unexpected Growth in 1999 • 127 complaints to the Parents’ Hotline • Student Affairs did not finish connecting the “critical mass” of students until the 2 nd week of October • Available Student Affairs resources totally overwhelmed by student demand

TSC Leads First Combined Effort to Address Problem • In addition to TSC personnel, Student Affairs and OIT pooled resources to triage calls, provide advanced phone support, schedule appointments, and handle on-site visits. • In total, almost 50 people from both organizations participated in Student Connectivity 2000. Many volunteered to work weekends and longer hours to ensure the success of the project.

A University Pulling Together In addition to the resources provided by Student Affairs and the departments under OIT (i. e. Academic Computing, Customer Support, Information Systems, and Telecommunications & Network Services), the following organizations contributed resources or offered their assistance to make Student Connectivity 2000 a success! • Extension Service • College of Business & Economics • College of Agriculture, Forestry & Consumer Sciences • College of Engineering & Mineral Resources

Results of the Connectivity Project • NO complaints to the Parents’ Hotline • Almost 3800 students connected in two weeks

Results of the Student Affairs/OIT Partnership • WVU has added new or improved existing services to students through partnerships within the institution • These collaborative efforts allow WVU to accomplish more with limited fiscal and human resources

Subsequent OIT Partnerships • Extension Services • Instructional Technology Resource Center • Office of Research • User Organizations

Dangers of Joint-reporting Operations • Possible ambiguity in delineating roles • Two supervisors giving conflicting instructions/directives • Carving out a joint budget • Us/them attitudes die hard

Benefits of Joint-reporting Operations • Combined resources more effective • Sense of ownership from all parties • Decrease in competitiveness • Presents one “face” to the university community

Lessons Learned • Attitude adjustment begins with me • Executive leadership must be joined at the hip • Strong SLAs • Co-location of the new unit • New leadership of the unit when possible • Quickly erase all vestiges of “us/them” • Keep on top of the partnership • Get word out to the university community and set expectations

For more information, contact: Ken Orgill Chief Information Officer West Virginia University 304 -293 -2550 ken. orgill@mail. wvu. edu Amir Mohammadi Associate VP of Student Affairs West Virginia University 304 -293 -4409 x 2567 amir. mohammadi@mail. wvu. edu