Authority for processing technology procurements is assigned to the Georgia Technology Authority (GTA) through the Official Code of Georgia Annotated (O.C.G.A § 50-25). In the same chapter (O.C.G.A § 50-25-1), the USG is specified as being exempt from this legislation. The establishment of the GTA intersected with the authority of the Department of Administrative Services (DOAS), which resulted in a memorandum of understanding between the GTA, DOAS, and the USG in 2007 granting delegated authority, with some constraints, for technology procurements to the USG Vice Chancellor and Chief Information Officer (VC/CIO).
Section 11.2 of the BoR Policy Manual delegates authority from the Board of Regents to the USG VC/CIO to approve USG technology procurements on their behalf. Section 11.2.1 authorizes the USG VC/CIO to further delegate approval authority to institution presidents or their designee(s). This section of the IT Handbook implements this BoR policy.
4.1.1 Spending Limits
The USG VC/CIO delegates approval authority for individual IT purchases according to the following limits:
$500,000: Georgia Institute of Technology, Georgia Regents University, Georgia State University, and the University of Georgia.
$250,000: Columbus State University, Georgia Perimeter College, Georgia Southern University, Kennesaw State University, University of West Georgia, and Valdosta State University.
$100,000: All other institutions, the Georgia Archives, and the Shared Services Center.
4.1.2 IT Procurement Policies
Information Technology (IT) is defined in Section 11.0, Information Technology (IT), of the BoR Policy Manual.
Procurement of technology-related goods and services should follow the relevant BPM procedures.
Authorization is not required for activities that are part of normal maintenance of an existing system.
Any purchase of software that necessitates an inbound data interface with any hosted/centrally supported USG enterprise application must be approved by the USG VC/CIO.
Purchases for goods or services that are likely to have a significant impact on the wide area network bandwidth allocated to the institution should be carefully planned with the USG VC/CIO.
Externally approved, grant-funded technology purchases that do not interact with USG enterprise applications or USG enterprise networks may be approved by the institution president or his/her designee for IT purchases.
Institutions may not divide large purchases into smaller packages to avoid the need for USG approval. Individual purchases that are below these amounts, but are part of a larger initiative that will eventually exceed these amounts, shall also require written USG VC/CIO approval; e.g., purchases of microcomputers for various lab locations on a campus even if the purchases are for different buildings and from multiple fund sources.
USG VC/CIO approval of IT requests will expire one (1) year after being granted.
4.1.3 Requesting Approval
IT requests requiring USG VC/CIO approval must be submitted via the SharePoint CIO Advisory Council Team Site by following the USG IT Purchase Approval link in the left hand menu.
The USG VC/CIO normally approves IT requests within four (4) business days of receipt. A signed letter containing the decision will be emailed to the institution president or his/her designee once a decision is reached. Institutions should plan appropriately.
A financial management framework for the centralized IT budget and the overall “spend” on IT across the organization should be established. Ideally, the IT Shared Governance process would incorporate some degree of budget review that includes the cost/benefit analysis of major planned expenditures, a budget request process, and a method of expense monitoring throughout the year.
A competent workforce is required for the creation and delivery of effective IT services to the organization and requires close coordination with the Human Resources (HR) office. The workforce management responsibilities delegated to the line managers of the IT organization should be guided by defined and agreed-upon practices for recruiting and retaining staff. This should include a training plan, routine performance appraisals, and clear criteria for promotions and disciplinary actions. This process is critical, since the creation and delivery of IT services are heavily dependent on the motivation and competence of IT personnel.
Sound management principles are required for the budget and human resources allocated to the Chief Information Officer (CIO) and centralized Information Technology (IT) organization. In the event any standards defined in this Handbook are in conflict with the University System of Georgia (USG) Board of Regents (BoR) policy or procedures as defined in other relevant guides such as the Fiscal Affairs Business Procedures Manual (BPM), those documents will prevail.
A financial management framework that encompasses cost, benefits, prioritization within budget, a formal budgeting process, and management against the budget should be established and maintained to manage IT-enabled investment programs/projects. Stakeholders should to be consulted to identify and control the total costs and benefits within the context of the IT strategic and tactical plans, and initiate corrective action where needed.
A competent workforce should be acquired and maintained for the creation and delivery of IT services to the organization. This is achieved by following defined and agreed-upon practices for recruiting, training, evaluating performance, promoting, and terminating personnel. This process is critical, since the creation and delivery of IT services are heavily dependent on the motivation and competence of IT personnel.