The approach here seems to be guided by systematic and thoughtful evaluation of functions and services with an eye toward better meeting client demand and better management of institutional commitments to information technology. To the Committee's knowledge, the University has not developed budgeting mechanisms or fund resources to allow for the systematic purchase and replacement of faculty and staff computing systems, except in those Colleges or Schools in which technology is already a recognized and supported component of instruction and research. To the extent that IT budget and procurement models can improve access to computing resources across the campus and improve service to users, UVM may wish to explore how best to plan for replacement. Subject to a more thorough review by the subject matter expert during the self-study visit, it appeared from the materials and conversation with the University librarian that this area is a priority for the university, and that she is fully qualified to manage it. A similar statement probably could be made with regard to the HR system, and perhaps with regard to all administrative systems, although the library has a new on-line catalogue.
Bond money is available for system acquisition and implementation.
It seems clear now that one cannot have an effective budget planning system without a responsive information system. Common computer system architecture and platform may also reduce central IT costs. Decentralized decisions for purchasing hardware and software for desktop computers increase both acquisition and support costs. For a university focusing on stabilizing its base budget, generating standards for computer purchase and replacement, including enterprise-wide software standards, can generate savings in both areas. Local collaborations with IT firms might mitigate these costs.