seminar 19a - building consortia: creating scale to advance technology initiatives locally (separate...

8/11/2019 Seminar 19A - Building Consortia: Creating Scale to Advance Technology Initiatives Locally (separate registration is required) (240898274)

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Building Consortia:

Creating Scale to Advance Technology Initiatives Locally

Raechelle Clemmons, St. Norbert CollegeEllen Yu Borkowski, Union College



Completion of today’s seminar qualifies

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▪ Enter code

2014-EDUCAUSE-19A

▪ Follow the prompts toprovide a reflection on how you will apply

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What to Expect Today

8:00 Introductions

8:20 Planning a Consortium

9:00 Implementing a Consortium

9:30 Break

9:45 Implementing a Consortium, con’t.

10:15 Sustaining and Growing a Consortium

11:20 Wrap-up



Introductions: You

➢ Name, position, institution

➢ Consortium experience/current involvement

➢ Desired take-away



Introductions: Us

➢ Ellen Yu BorkowskiChief Information Officer, Union College

○ New York Six Liberal Arts Consortium

○ Capital Region Higher Ed IT group

○ CLAC

○ University System of Maryland Pedagogy group

○ Learning Technologies Consortium

○ Mid-Atlantic Blackboard User Group

➢ Raechelle Clemmons

Vice President & Chief Information Officer,St. Norbert College

○ BLAISE Alliance

○ N.E.W. EdComm CIO Roundtable

○ WAICU IT Directors

○ Bay Area Higher Ed IT Forum



Planning for a Consortium



Why a Consortium?

➢ Extended knowledge-base

➢ Economies of scale

➢ Shared resources

➢ Way to extend a small IT shop

➢ Support system

➢ Solve bigger problems

➢ Personal benefits: experience, visibility, network

Others??



Types of Consortiums

Focus

➢ Content/knowledge-sharing:

Topic, job type, industry

➢ Institutional type

➢ Joint project(s)

➢ Institutional connectedness

Note: Often two or more combine, and

geography can overlay on top of it



Types of Consortiums, con’t.

Structure

➢ Informal/ad hoc

➢ Formal

➢ Institutional/required (i.e. university system)

Funding

➢ Unfunded

➢ Internally funded

➢ Grant funding



Resources

➢ Time

○ Meetings/relationship building

○ Travel

○ Project work

○ Administration/coordination○ Vendor relationship building

○ Promotion/awareness building

○ Research

➢ Equipment

➢ Funding



Institutional Readiness

➢ Sponsor

➢ Organizational structure

➢ Funding

➢ Culture

➢ Nearby “friends”/existing collaborations

➢ Problem that you can’t solve locally

➢ Staff expertise

➢ Capacity



Exercise & Discussion

Is your institution well-positioned to participate in a

consortium? Let’s find out…

Exercise

➢ Take the Institutional Readiness Assessment

Discussion

➢ What did you learn? Any surprises?

➢ Where are your institution’s strengths and gaps?

➢ What can you do to improve your institutional

readiness?



Implementing a Consortium



Necessary Elements

➢ Sponsor/champion

➢ Mission/goals

➢ Consortium structure

➢ Roles and responsibilities

➢ Budget and funding

➢ Project(s)

➢ Assessment



Sponsors/Champions

➢ Who will sponsor the consortium?

➢ Someone who will champion and advocate for

consortium involvement within the institution, serve

as point person for the consortium (“owns” theinstitution/consortium relationship)

➢ Must be high-level to mobilize resources in

support of consortium work (people, funds, time…)



Mission/Goals

➢ What was this consortium formed to do?

➢ Clear definition of problem to be solved,

area/scope of consortium, objectives/goals

Example:

The goal is to help institutions shape curriculum and pedagogies to reflect 21st

century realities, while remaining true to their traditional liberal arts identities and

values. In particular, [CONSORTIUM NAME] focuses on:

➢ Deepening our understanding of students’ experiences and expectations

➢ Building communities of practice to share expertise and resources

➢ Fostering multi-institution projects for the identification and application of new

pedagogies to liberal arts education

➢ Creating models for assessing the impact of new teaching methods



Consortium Structure

➢ How will the consortium be structured?

➢ Members: who are they, how are they added or

removed, are there constraints?

➢ Governance: how will the consortium be

governed?

➢

Management: how is the consortium managed? Ifstaff is needed, how are they appointed and

supervised?



Roles and Responsibilities

➢ What will each institution be responsible for?

➢ Who will perform which tasks?

➢ What authority will different institutions, governingbodies, groups, and individuals have?

Tip: consider using RACI model or making a RACIchart to think about roles and responsibilities

(Responsible, Accountable, Consulted, Informed)



Structure/Roles Example (BLAISE)

[CONSORTIUM NAME] will comprise no more than six (6) charter members.

Membership will remain at six until such time as is mutually agreed upon by the

charter members, at which point additional institutions may be added by a majority

vote of the membership. Members should be like-minded, residential liberal arts

colleges in geographic proximity to one another.

An Advisory Board , made up of two members from each charter institution, will lead[CONSORTIUM NAME]. The Board will be responsible for the overall direction of the

consortium, approval of initiatives, and approval of the budget, if any.

A Director will provide management of [CONSORTIUM NAME], with responsibilityfor facilitating consortium initiatives and day-to-day operations. The Advisory Board

will determine the director’s term and an ongoing process for selection (i.e.,

appointment, member rotation, permanent hire, etc.).

Working Groups and Communities of Practice, made up of faculty and/or stafffrom two or more institutions, will also be formed to share best practices in common

areas of interest, as well as develop and implement projects and programs.



Structure/Roles Example (MediaShare)

➢ Governance Committee

○ NY6 MediaShare CIO Sponsor

○ NY6 MediaShare Organization Lead

○ NY6 MediaShare System Lead

○ Institution NY6 MediaShare Organization Administrator ○ Institution NY6 MediaShare System Administrator

➢ Succession Planning

○ The NY6 level Org Lead and Sys Lead each has a Primaryand Backup



Structure/Roles Example (ITAP)

➢ Governance Committee

○ ITAP Director Sponsor

○ ITAP Vice-Director Sponsor

○ ITAP Chair

○ ITAP Vice-Chair ○ ITAP Apprentice Lead

○ ITAP Fellow Lead

○ ITAP Alumni Outreach Coordinator

➢Operational focus



Budget and Funding

➢ What budget does your consortium need, and how

will it be funded?

➢ What are the institutional responsibilities vis-a-vis

budget and funding, who manages it,...?

➢ Consider project costs as well as consortial

operations, short and long term funding needs



Project(s)

➢ What specific project or projects will the

consortium undertake, at least initially?

➢ What is the process for starting or stopping

projects?

➢ How do consortium members express interest in a

project? How many members must be involved for

a project to be considered?

➢ Does the project have a fully developed scope,

funding, timeline, deliverables,...?



Assessment

➢ How will the consortium and its members know if it

is being successful, at both a project and

consortial level?

➢ What qualifies as “success” at each level?

➢ When and how will the consortium be assessed?



Exercise & Discussion

Are you ready to begin planning your consortium?Does your consortium have all of the necessary

elements in place?

Exercise➢ Complete the Implementation Planning Worksheet

and/or Implementation Assessment Worksheet

Discussion

➢ Planning: Did this cause you to think about things

you hadn’t previously? If so, what?

➢ Assessing: How did your consortium fare? Where

are the gaps, and what might you do to fix them?



Sustaining and Growinga Consortium



Lessons Learned: Commitment

➢ The commitment and resolve of leadership is

critical (CIO, CFO, Presidents, etc.)

○ Example: When first arrived at Union, had to ask my boss how

important NY6 activities were.

➢ Clear expectations

○ Be clear to staff where NY6 projects fall on the priorities list

➢

Inclusion in job responsibilities and performancereviews

○ NY6 projects are explicitly written into performance review goals

for relevant staff



Lessons Learned: Leverage Resources

➢ If no one volunteers to lead, nothing gets done

○ NY6 Security subteams example

➢ Leverage the various strengths across the

institutions

○ Union college did extensive lecture capture review and

selected Panopto. Other NY6 schools utilized Union’s

expertise and selected to move with Panopto together

➢ Don’t expect an equal distribution of work

○ Different schools may use shared tool at different levels and

will require different levels of support

○ “Lead” institution will have more operational work to do



Lessons Learned: Experience

➢ Don't let hurdles become barriers (or…If at first

you don't succeed, try, try…)

➢ Sometimes collaboration is about the experience

and not the outcome



Lessons Learned: Face Time

➢ Face time is essential to success

○ This is critical in the early stages of a project

○ Find opportunities at conferences or other local meetings

○ Schedule face-to-face meetings in a geographically central

location

➢ Virtual participation is not enough

○ Phone calls

○ WebEx sessions



Framework

➢ Project-based teams, need to be cross-institutional➢ Each project has a CIO sponsor

○ Deals with vendor negotiations

○ Keeps CIOs informed of project progress

○ Supports/advises Project Team lead

➢ Need commitment of one individual to be the lead

○ Does not need to be at the same institution as the CIO sponsor

➢ Need a minimum of 3 institutions participating

○ The number of institutions will be dependent on your consortium

➢ Formal governance structure

○ Plan for representation across the institutions

➢ Succession planning



Group Discussion and Idea Sharing

➢ Do you have an idea for a consortium?

➢ Have you run into an obstacle in planning or

implementing a consortium?

➢ What challenge/s are you facing in a current

consortium?

What ideas can the group bring to help you

advance your consortium?



Wrap Up



Resources

➢ Consortium Alignment Framework for Excellence

(http://www.crsprogramquality.

org/publications/2009/1/8/consortium-alignment-framework-for-

excellence-cafe.html)

➢ Program Sustainability Assessment Tool

(https://sustaintool.org/)

➢ NITLE Collaboration Consulting Program

(http://www.nitle.org/what-we-do/principles-of-collaboration/)

➢ Association for Collaborative Leadership

(http://www.national-acl.com/)

http://www.nitle.org/what-we-do/principles-of-collaboration/


https://sustaintool.org/

http://www.crsprogramquality.org/publications/2009/1/8/consortium-alignment-framework-for-excellence-cafe.html


http://www.national-acl.com/


https://sustaintool.org/






Completion of today’s seminar qualifies

you for an official EDUCAUSE badge:

After the seminar and before Oct. 21:

▪ Visit credly.com/claim▪ Enter code

2014-EDUCAUSE-19A

▪ Follow the prompts toprovide a reflection on how you will apply

knowledge from this seminar



After you submit

your reflection:

▪ EDUCAUSE staff will review

your submission

▪ Look for an email when

it has been approved

▪ Then share your badge on

professional and social

networks or your own site,blog or résumé



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in today’s session.

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seminar 19a - building consortia: creating scale to advance technology initiatives locally (separate...

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