Building a knowledge base for the effective use of IT

Spearheading transformation and change

The UNC IT Strategy positions the University to build upon its strengths in collaborating, in balancing campus and University needs, in cultivating pockets of excellence, and in disseminating best practices. The Division of Information Resources is now prepared to take the strategy to the next level and support the important work of the University in the context of a global society in the 21st Century. This work includes how UNC extends access to its campuses, creates intellectual capital, creates and transforms knowledge, supports K-16 education and supports internationalization. IT is the primary means for transformation and change in higher education, particularly at UNC. Therefore, the next iteration of IT strategic planning must expand UNC's IT vision, while recognizing the need to address any outstanding requirements identified in 1999.

Leveraging the convergence of voice and data networks

UNC will continue to enhance networking standards to include wireless networking and security, similar to the approach taken to hard-wired components of networking. How will UNC use new technologies? How will UNC support them? How will UNC integrate them into teaching and learning in support of the academic mission? How will UNC fund them? Identifying the right questions is the first step in discovering the right answers. Understanding how to leverage this convergence will be critical to deploying the right applications to effectively support the mission of the University.

Managing our relationships

Using technology to support multiple communities of interest and to more effectively manage our relationships is very doable today. It's more important now than ever to improve the way UNC communicates with various constituencies, including our students, faculty and staff, parents, alumni and education policy makers in state and federal government. This represents another area worthy of focused attention in the next iteration of IT planning and implementations. The current investments made in portal technologies, content management, web application development and Internet-based, self-service capabilities should enable UNC to customize and target its education, research and public service efforts in ways that effectively demonstrate the University's contribution to the economic development of the state.

Setting priorities

UNC priorities are influenced by the state and national economy, the growing threat of terrorism and the increasing challenges of student achievement at all levels of educational attainment. UNC IT strategies must reflect the challenges of today as well as anticipate the impact of technology mediated teaching and learning, inside and outside of the classroom. In addition, these strategies must mirror the changing demographics of those served by UNC, and they need to reflect what this society needs to learn in today's knowledge age.

Identifying future directions

The Board of Governors Task Force on the Future of Information Technology is a blue ribbon panel that will examine a comprehensive set of IT tools and services including networking infrastructure, computing software and hardware, mass storage, high performance computing, training and support. Initially, the task force will identify new ways to improve efficiency in IT deployment and support. The task force will also establish a context for the next phase of the IT strategy, building on the common needs identified in the 1999 plan and incorporating the emerging infrastructure and applications requirements for the 21st Century.

To implement UNC's multi-year IT Strategy, the General Assembly, at the request of the Board of Governors, appropriated $10 million in recurring dollars beginning in 1999-2000. Unfortunately, additional expansion funds were not appropriated in 2000-2001 or 2001-2002. This is not a negative reflection on UNC's planning processes or progress in implementing the IT Strategy. Rather, it is an indication of the state's worsening budget crisis.

To continue making progress despite the lack of funding, UNC has relied on its trademark ability to achieve efficiency through collaboration. By identifying the common and unique needs of campuses, UNC has captured maximum returns on investments, leveraged opportunities, avoided duplication of resources, and ensured efficient and cost-effective integration of new technologies.

The power generated by collaboration and operational efficiencies will continue to fuel implementation of the IT strategy and ensure success.