The current decentralized IT operational model has created inconsistent service delivery, immature processes, and increased risks. Currently, there is limited ability to scale to meet future needs, innovate, and be more proactive. This effort is to improve the processes and procedures across the enterprise, ensure the delivery of services, prioritize risk mitigation and advancing our cybersecurity posture, while ensuring consistent delivery of services and excellence.

This transformation will result in the unification of IT roles and teams under a single organizational and leadership structure that will result in smoother internal collaboration without barriers and will allow IT to deliver consistent and quality support across the enterprise. Overall, it will enhance capacity restraints, increase operational maturity, maximize our resources and expertise, reduce redundancies, and ultimately enhance user experience.

Planning for this effort has been underway since the Chancellor’s announcement mid-May. Subsequent to the initial announcement, campus IT leaders were realigned under the System CIO on June 1, 2023. A 6 month timeframe is our estimation for completing the new organizational structure and any necessary alignments. Ultimately, the goal for our IT employees to be working collaboratively under one organizational structure by year end. In 2024, our attention will turn to increasing maturity across several core IT processes.
The objective is to unify all IT resources and teams across all of our institutions, including IT resources in schools and colleges under a single organizational and leadership structure, while also taking into account the unique needs of our colleges. As we do so, we must be vigilant about building strong centralized services while preserving local customer care and teamwork.
The goal is for changes in the organizational and leadership structure to not impact the end user’s service access or experience. Together, we will create a culture that supports excellent customer service and support, while growing overall enterprise capabilities to effectively provide technology services and solutions to all.
You can submit feedback here or send an email to ITtransformation@untsystem.edu.  A response should get back to you within three business days.
No, this is a transition to a single organizational and leadership structure. The intent is to maximize all our IT resources across all units, and to enhance IT resources – not eliminate them.
Current IT leadership will now report to the System CIO, effective June 1, 2023. These changes will not further affect the reporting structure of existing units until a new organizational structure is determined, which is slated to be completed by December 31, 2023. If the structure of existing units does change, it may impact your reporting line and/or some of the responsibilities of your role.
No. While we are focused on building a strong, centralized team, we are committed to providing excellent local customer care tailored to the unique needs of each department.
As we embark on determining a new organizational structure, and considering scope of responsibilities, we will also create consistent job titles, descriptions and associated compensation levels.  We do expect title changes to occur as we embark on this job architecture redesign process.
As we move forward, collaboration will leverage existing tools and platforms such as email, Teams (including live events, as needed), SharePoint, and others.  
Technology support processes will be assessed to identify opportunities to optimize, centralize and/or standardize incident management workflows, as well as request fulfillment processes and activities.
Currently, most distributed areas have their own way of doing updates which creates inconsistent processes. Through this transformation, we plan to enhance endpoint patching and overall configuration management practices to ensure consistent and effective management across the board. As we move forward, we will look to maximize the use of available software platforms such as Intune and Jamf.
As we move forward with the IT unification effort, one of the key objectives is to perform a compensation analysis and align to a single and standardized job family structure. Based on this analysis, we will establish a roadmap and strategy for title changes and needed compensation adjustments in the future.
A Power BI report has been developed for all TAQs processed.  For access, please contact Tina Sikes.
We understand funding sources vary across positions between academic/non-academic areas, and will take that into consideration as realignments are considered and/or implemented.  All financial recommendations and potential changes will be discussed with campus leadership.
We are partnering with an external consulting firm with expertise in this area to help us with implementation and will be discussing the right metrics to target based on their experience, expertise, and best practices.
We will explore and evaluate the needs for desktop support personnel to ensure excellent service, as well as consistency and standardization across the entire enterprise.