Current state of the information technology organization
Today, IT teammates, systems and support are spread across many units, creating inconsistent service experiences, duplicative technologies, uneven policy adherence and institutional risk. The current technology landscape is opaque and fragmented, hindering strategic prioritization and diminishing our collective buying power. Remaining in this model would keep WMU exposed to higher costs and greater risks while slowing progress on the technologies students, faculty and staff depend on.
The redesign will bring the people who support technology, tools and systems together into a unified IT organization led by Andrew Holmes, chief information officer. Campus can anticipate clearer service standards, a more consistent path for support, better-coordinated decisions about tools and systems, and more strategic and transparent technology priorities and investments. IT staff and campus stakeholders will help shape the service catalog, pilot new partnerships and refine the operating model so these changes work effectively in classrooms, labs, offices and student services.
Benefits
For the University
- More consistent IT service delivery across the institution, with defined service levels and a clearer point of accountability.
- Stronger cybersecurity through unified systems, endpoints and data, reducing institutional risk and supporting regulatory and compliance obligations.
- Better use of IT resources through systematic planning, coordinated procurement and reinvestment in infrastructure modernization.
For colleges and departments
- Clearer expectations for how technology requests, priorities and exceptions will be handled through published services, governance and service‑level commitments.
- More predictable and equitable support across units, regardless of budget capacity, with decisions guided by shared standards and academic or business needs.
- Fewer duplicative tools, helping units operate in a more understandable and sustainable technology environment.
For affected teammates
- A people-centered transition in which staff are supported through skills assessment, training, transition planning and clearer career paths in a unified IT organization.
- Greater role clarity and stronger opportunities for professional development, succession planning, and alignment between institutional needs and individual talent and interests.
Planning approach
Leadership: Andrew Holmes, chief information officer, with visible presidential support and sustained partnership from senior leadership.
The work will be phased and governance-driven, rather than sudden or one-size-fits-all, with advisory groups, clear decision authority, transparent prioritization and campus communication built into the design.
Technology requests will increasingly start with the academic, research or business need. Common tools and processes will become the default, while exceptions will require a documented rationale. This approach is meant to reduce fragmentation while still giving academic and administrative stakeholders a voice in priorities, resource allocation and measuring progress.
During the Discovery and Foundation Phase, some reporting lines may change to strengthen our IT foundation, improve coordination, and address immediate operational or security needs. These changes will position the overall organizational design work for success. Most changes to organizational charts and job descriptions will occur at the conclusion of the spring 2027 semester.
Timeline and phases
Discovery and foundation phase: July 2026 – April 2027
Conduct a Universitywide needs assessment, build governance and partnership structures, establish baselines, and design an initial operating model and service framework. Rapid remediation of critical security and operational gaps will be assessed and closed, and the Help Desk will be modernized.
Implementation Phase: May 2027 – June 2028
Implement the new operating model, organizational chart and job descriptions in phases, sequenced by readiness; execute service-level agreements; publish a full service and support catalog; implement unified security management unit by unit; and consolidate duplicative platforms.
Optimization Phase: July 2028
Measure performance against key performance indicators and assess service-level agreement performance; review and improve governance systems and the service catalog; and mature the model into steady-state operations.
Connect with Administrative Redesign leadership
Other Administrative Redesign initiatives
Financial and administrative operations
A campuswide assessment is underway to identify where shared services could ease routine finance and HR work.
Marcom organizational design
Marketing and communications functions are consolidating into one team to sharpen WMU's competitive edge.
Strategic sourcing and spending
A new approach to procurement and contracts aims to stretch every non-personnel dollar further.
Space utilization
Classroom scheduling and investment decisions are shifting to match how space is actually used.