IT governance at CSUSB establishes strategic, operational, and technical decision-making processes required to ensure IT enables the University to excel in its mission. IT governance provides strategic leadership, establishes campus-wide IT priorities and policies, and is accountable and transparent to the University community. The IT Governance Executive Committee also governs subcommittees that cover the topics of interest as depicted below and forms task forces as needed to address particular areas. The following diagram illustrates the structure for IT governance at CSUSB and is followed by a text description of its information:
- Academic Technologies and Distributed Learning (ATDL)
- Administrative Systems
- Information Security, Compliance & Emerging Technologies
- Institutional Data Team
- Technology Operations & Customer Support
General Responsibilities of the IT Governance Executive Committee
The IT governance executive committee is responsible for the following:
- Establishing and communicating a campus-wide IT vision that supports the University mission and goals
- Establishing IT policies that support strategic, campus-wide IT priorities
- Defining technical architecture and standards for the University
- Establishing best practices and tools for IT across campus
Committee Membership
Co-Chairs: Provost & Vice President for Academic Affairs, and Vice President for Information Technology Services & CIO
Members: 17
- Dean, College of Extended Learning and Global Education – 1
- Dean, Library – 1
- Deans, Academic Colleges -5
- Faculty Senate – 2
- Teaching Resource Center – 1
- Staff (IT + Academic) – 2
- Staff Council - 1
- Students– 1
- Vice Presidents – 3
IT Governance Values
For IT governance to be successful, the committee must hold the following values:
- Transparency — Governance committee and processes must be clear. How decisions are made and who has input rights and decision-making rights must be readily apparent to campus.
- Communication — Communication must occur into, out of, and across the committee and with campus.
- Accountability — Sub Committees and task forces must be held accountable for delivering on their responsibilities. Clear escalation paths for issue resolution must be defined.
- Assessment – Making sure that measurable objectives are met within the agreed upon timelines
- Responsibility — Governance structure must focus on results rather than implementation and project management.
- Appropriate representation — Constituency groups across campus must be represented.
- Active support — Governance structure requires staff to support the process. Agenda setting, meeting logistics, issue tracking, and communication are all essential aspects of active support.
Subcommittees and Task Forces
Subcommittees are defined as ongoing groups responsible for issues and decisions in a certain area of IT at the University. Task forces are defined as time-bound groups assigned specific problems to solve or tasks to accomplish.
The IT governance executive committee can form subcommittees and task forces as needed. Existing committees may be asked to establish formal relationships with the IT governance executive committee.
There is an intermittent need to create task forces to investigate issues and explore different IT solutions. Task forces can be appointed by the IT governance executive committee on an as‐needed basis. The task forces meet for a set timeframe to accomplish specific objectives related to resolving an issue or implementing an IT strategy; they are not be considered standing or ongoing governing bodies. Task force membership can consist of IT governance executive committee members or any qualified personnel identified by IT governance executive committee members.
IT Governance Subcommittees
- Academic Technologies and Distributed Learning (ATDL)
- Administrative Systems
- Information Security, Compliance & Emerging Technologies
- Institutional Data Team
- Technology Operations & Customer Support
Updated June 2020