Draft Recommendations - Youngstown State Universitymac.ysu.edu/technologyplan/word_files/Final_Version.7.25... · Web viewDraft Recommendations Final Version_7.25.03 INSTITUTIONAL

Draft RecommendationsFinal Version_7.25.03

I. INSTITUTIONAL GOVERNANCE, PLANNING AND FUNDINGSubcommittee Members: R. Bolla, A. Burger, E. Greaf, G. McCloud, G. Moring, K.J. Satrum

A. Leadership, Management, and Governance

“Leadership” -------- Where are we going? “Management” -------- How will we do it? “Governance” --------- Why are we doing it and to whose benefit?

A.1 Implement a mission statement that clearly states the ITS roles and functions in a distinct academic computing environment and that emphasizes a customer service oriented organization.

Recommendation A.1.1: The information technology division of Youngstown State University should be titled

“Information Technology Service” to emphasize the division’s commitment to customer service (hereafter referred in this document as ITS).

ITS should become a distinct division within the University subject to ongoing Board of Trustee’s attention that is consistent with the Board’s operational preferences in cooperation with the leadership by the President of the University.

Priority Level: 1

Timeframe: Immediate

Projected Cost: Minimal

Recommendation A.1.2: The operating principles of a ITS organization doctrine should be:

Leadership in Information Technology Customer Service Commitment to Quality Communications Partnerships

Priority Level: 1



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Recommendation A.1.3:Examples of Mission and Goals:

Mission Statement language examples: “The ITS division is committed to implementing advanced technology in a distinct academic computing environment to support teaching, scholarship/research, service and the academic administration of the University. Its primary mission is to serve to enhance the academic environment for teaching and learning within a scholarly atmosphere”.

Goals language examples: To fulfill its mission, the ITS division sets the following goals:

1) The Information Technology Services division is a service organization, reporting to the President of the University. The reporting relationship allows the University to more effectively balance ITS resources and projects across three areas: educational technology, administrative systems, and network infrastructure. ITS supports the mission of the University and is committed to implementing advanced technology in a distinct academic computing environment.

2) The ITS Division will provide the continuing leadership that will propel the University’s technological evolution as required by institutional change and to capitalize on future innovation.

3) ITS will provide the infrastructure and support necessary to enable the University community, including faculty, staff, and students, to effectively use technology to enhance teaching and student learning and support the University’s administrative and business operations and mission of the University.

4) ITS will support all forms of information technology throughout campus, including network infrastructure and administration, administrative systems, help desk, desktop services, computer labs, classroom support, computer training, web services, database administration, and educational technology.

5) ITS is committed to providing excellent service and maintaining a high level of customer satisfaction in delivery of its services.

Priority Level: 1



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A.2 Consolidate technology funding and planning under a chief technology/information officer.

Milestone Recommendation A.2.1:

1. The position will carry the title of “Vice President of Information Technology”(VPIT)2. The position must have administrative ranking for “Standing and Understanding” in the

university community.3. The VPIT will posses distinguished academic credentials.4. Preferred characteristics for the VPIT are the following:

Academic Preparation: Graduate degree, preferably a PhD, in a field that leads to advanced knowledge of

information technology. This could mean many things. For example, a degree in business, engineering, library science, information technology, and some aspect of the sciences or visual arts.

Professional Experiences: Extensive experience with emerging information technology. This should include

working knowledge of computer operations, networking, and software applications that are typically of importance to the successful functioning of a university.

Substantial experience in planning and managing information systems in a large and complex university environment.

Proven ability to plan and act strategically and to serve as a senior advisor to the President, Vice-Presidents and Deans on policies related to institution-wide information systems.

Proven ability to assemble, organize and manage large and complex budgets and professional staffs.

Substantial experience with the academic division of a university, including a familiarity with library operations as well as knowledge of research and instructional support functions.

Substantial familiarity with management problems peculiar to universities.

Personal Characteristics: Strong communication abilities, including excellent interpersonal skill. Understanding of the academic culture and an appreciation of the role played by

management professionals in universities.

Priority Level: 1

Timeframe: Hire by December 2004

Projected Cost: $ 150,000 (minimum)

A.3 Organizational Structure

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Recommendation A.3.1: Develop ITS organizational structure that will focus on “Core Functions”.

The underlying philosophy of “Core Functions” is that the division will incrementally shift its focus away from associated, but peripheral services to maximize the effectiveness of central functions.

These core functions would have an overlapping structure to enhance the efficacy of the interdependent functioning nature of a university wide information technology system. (Refer to recommendation B.3.2).

Examples of shifting functions to ITS to consolidate “Core Functions” are:

a. Telephone Services is a critical component in the day-to-day functioning of the university and should be considered an ITS “Core Function” with enterprise status.

b. The “Management” function for the university website should be an ITS “Core Function”.

Example of shifting functions away from ITS to consolidate “Core Functions” is:

a. Create a separate “Creative Media Services” unit that is made-up of existing IT graphic service and audio/visual units to more effectively serve the University community.

The core mission of the Creative Media Services will be to concentrate on new media formats that provide 21st century media support services. This includes responsibility of the “Design” function for web page development to facilitate communication focus and rhetorical cohesion.

Traditional graphic services will become the internal responsibility of the administrative and academic divisions.

Priority Level: 3


Projected Cost: To be Determined

Recommendation A.3.2:

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Create a new organizational concept for the Information Technology Services Division that better reflects the interdependent functioning nature of a university wide information technology system.

Example of an alternative ITS Organizational Structure:

Note: VPIT stands for Vice-President of Information Technology

Priority Level: 1


Projected Cost: To Be Determined

A.4 Create advisory body to CTO of technology stakeholders .

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Training and Support ServicesAssistant VP

Application Services

Assistant VP

Infrastructure Services

Assistant VP

VPIT

Recommendation A.4.1:Establish an “Information Technology Advisory Committee” (ITAC) that hosts a broad representation of university technology stakeholders.

The Vice-President of Information Technology will work with the Academic Senate Integrated Technologies Committee and Colleges to restructure the ASITC to reflect an equitable representation of faculty, students, Academic Administrators, Administrative Affairs, Alumni Relations, the Library, and University Relations.

A sub-committee should be formed to review all IT policies, procedures and legal issues.

Priority Level: 1



Recommendation A.4.2:

Establish a “Board of Visitors on Information Technology” (BVIT) to advise the university on information technology issues.

The BVIT should consist of fifteen members, two-thirds of which will be business and community representatives. Community partners may represent the regional Chamber, the Youngstown Public Schools, Warren Public Schools, and Industry representatives.

One or more of the members of the BVIT shall have expertise in information technology legal issues.

Priority Level: 2

Timeframe: December 2005


B. Planning and Policy

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B.1 Develop a comprehensive technology plan, linked to the University’s strategic plan

Milestone Recommendation B.1.1:

Reconsider the function of a “Strategic Technological Plan” towards the development and implementation of a comprehensive “Information Technology Doctrine” that states the over-riding principles that will inform an on-going university-wide information technology planning process. A doctrine approach can provide the guidelines necessary for flexibility in a planning process that must take into consideration an ever evolving and shifting technological base.

Examples of “Information Technology Doctrine” statements:

The Network belongs to the University and is managed as an “Enterprise” issue. The University will provide the management and financial support to maintain the

information technology infrastructure. Staff support is available for all information technology functions. An equitable level of IT service will be provided to all students across the university

irrespective of the college or major. Personal Computing Devices (PCD) (i.e.: work station, laptop) will be a joint responsibility

between the individual and the institution. Ensure compatibility across IT systems. All remote access must be through currently available Internet Protocol (IP). Levels of responsibility for standard configured PCD’s:

1) Managerial Function: PCD provided by the institution as required by the assigned responsibility and regarded as an “Enterprise” issue.

2) Faculty Function: PCD partially funded and supported according to assigned limited responsibility.

3) Student Function: Regarded as clients who will provide their own PCD with university supported financial services.

Priority Level: 1

Timeframe: Establish by July 2004


B.2 Determine what functions/resources within technology would be more effective and efficient centralized vs. decentralized.

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Recommendation B.2.1:Implications of “Enterprise” should be considered as a guiding principle for the distinction of “centralized” versus “local” administration of specific IT functions and resources.

An “Enterprise” function/resource is defined for this document as a function/resource that has university-wide ramifications for the entire information technology endeavor (as opposed to a localized need or function). “Enterprise” examples include the Network, university-wide servers, training and support services, maintenance and repair services, and staffing decisions.

If a function/resource does not have “Enterprise” implications, control should reside with the unit that can best implement that function/resource.

Priority Level: 1



B.3 Standardize personal computing device (PCD) configurations (i.e: work station, laptop, etc.)

Recommendation B.3.1:Standardized PCD configurations should be considered a stand-alone “Information Technology Doctrine” as defined in recommendation B.1.1. Examples of core configuration standards are:

Network connectivity ready Wireless ready Adequate memory Base software (Microsoft word, virus protection, browser, email, etc.)

B.3.1.a. “Specific Need” software/hardware (specialized for specific units) can be exempted from

the IT standard configuration, pending a formal IT timed approval process (refer to section B.4.1).

B.3.1.b. Policy for enforcing standards should include: Personal computing devises purchased without IT approved standard

configurations are the sole responsibility of the purchasing unit and therefore ineligible for IT training, technical, and upgrade support.

Priority Level: 1



B.4 Centralize technology purchasing and develop an approval process for technology expenditures

Recommendation B.4.1: Centralized IT purchases should be considered an “Enterprise” issue (recommendation B.2.1)

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All centralized IT purchasing should be subject to an approval process and acceptable bidding procedures.

Three levels of IT purchasing approval:Level 1: ITAC Approval

Required for purchases with “Enterprise” implications.Level 2: Central Purchasing Authority

Required when enforcement and monitoring standards are necessary.Level 3: Signature purchasing authority

Required in each specific unit for release of funds.

A “timed approval” process should be instituted for the determination of “Enterprise” or local unit administrative status of functions/resources. The process would include an official institutional “approval form” for IT requests (i.e. purchases and hiring). The approval request process should be tied to an “objection” procedure with an automatic approval policy if no objection is made after a defined and expedient period of time.

Priority Level: 1

Timeframe: July 2004


Recommendation B.4.2:For large central IT purchases, the “Minority Set Aside” policy should be included in the purchase bidding process when pricing and services are equal to or better than other vendors.

IT purchases should be exempted from the “Minority Set Aside” policy if pricing and services are not competitive with other qualified vendors.

Priority Level: 1


Projected Cost: Potential Cost Savings

B.5 Centralize license and warranty tracking for IT hardware and software purchases

Recommendation B.5.1: This recommendation should be considered an “Enterprise” issue, (recommendation B.2.1).

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A specific administrative unit should be identified for recording and tracking license and warranty information on centrally approved and purchased IT hardware and software. Purchasing appears to be the logical unit for this responsibility.

A routine “up-grade policy” should be implemented on all “Enterprise” software purchases. Up-grade maintenance package expenses should be included in initial IT purchase requests whenever possible.

License, warranty, and up-grade information for local-unit purchased/administered hardware and software are the responsibility of the specific unit.

Priority Level: 1



B.6 Establish written policies (privacy, use, copyright, etc.)

Recommendation B.6.1:All university Information Technology policies and procedures shall be listed in one prominent location on the ITS web site and readily available to users.

Priority Level: 1



Recommendation B.6.2:Levels of authority for specific policy recommendations should be determined according to the “Information Technology Doctrine” and “Enterprise” principles as stated in recommendations. B.1.1 and B.2.1

Levels of distinction for “Enterprise” statements of authority are:1) Doctrine : Policy statements of overriding institutional importance with a

university wide “must do” status.2) Regulation: Responsibility delegated to a fairly centralized authority. (Example:

paper reproduction associated with information technology will be provided on a cost recovery basis).

3) Practice: Responsibility delegated to specifically engaged operational units.

Priority Level: 1



Recommendation B.6.3: Implement a university wide Information Technology Network ID (requires a Lightweight Directory Access Protocol or LDAP.

ID shall be assigned to all university students, faculty, and staff. ID will provides access to a variety of facilities and services managed by ITS.

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Use of the Network ID will constitute acceptance and accountability of the terms and conditions of ITS policies and procedures.

Priority Level: 1



B.7 Establish hours of operations vs. needs and expectationsRecommendation B.7.1:The university should implement 24/7 access to administrative and academic IT systems. Examples include registration, payment of bills, student records and future degree audit system.

The administrative and academic IT systems should be accessible in background usage mode if they are down for routine maintenance and/or repair and not available in real-time usage mode.

Priority Level: 1



B.8 Ensure compatibility across systemsRecommendation B.8.1:

This should be a stand-alone “Information Technology Doctrine” as defined under recommendation B.1.1.

Compatibility across “Enterprise” administrative software should be implemented. Unit user policies must fit “Enterprise” administrative software constraints. There should be no unit specific modification/customizing of “Enterprise” administrative

software. Internal unit modification of “Enterprise” administrative software must have IT

“Enterprise” level approval (refer to section B.2.1).

Priority Level: 1



B.9 Establish an inventory management systemRecommendation B.9.1:The university should invest in ”fixed asset” software that will provide a university-wide equipment/software replacement identification system.

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Priority Level: 2



C. Funding Structure and Strategy

C.1 Develop comprehensive funding recommendations within the overall plan

Milestone Recommendation C.1.1:

Establish an Information Technology Initiative Advantage Fund (hereafter referred to as the Initiative Fund) that will enable the ITS division to develop and implement multiyear fiscal plans and budgets for significant projects that will enhance the campus-wide information technology architecture and promote stability and effective long-term management strategies.

The Initiative Fund will have “IT Doctrine” status. The Initiative Fund will have a budget floor sustained annually at 2 million dollars. Start-up

funding sources include:1. Implement a 15% increase of the fee charged for computer intensive courses

and allocate the 15% increase portion of the fee to the Initiative Fund on a continuing basis (refer to recommendation C.1.2 for additional information).

2. Second tier of the state imposed tuition cap (3.9 %) in the FY 04-05 biennium budget.

The Initiative Fund will have a 10 million dollar cap. The Initiative Fund will provide additional IT funding resources for special projects and to

supplement the annually allocated IT operating budget. The Initiative Fund can be used to enhance the ITS division’s designated reserve to fund

special projects. Resources from the Initiative Fund will be available in response to a Request for Proposals

(RFP) issued annually. The VPIT, in consultation with the Information Technology Advisory Committee, will

design a fair, equitable and inclusive process for the expenditure of the Initiative Fund with regular review and defined auditing procedures.

Priority Level: 1

Timeframe: Initiate by January 2004

Projected Cost: $ 2,000,000 annual floor budget to $10,000,000 cap

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Recommendation C.1.2:

The Initiative Fund should be funded from the following university revenue sources:

Tuition Revenue: Evaluate and allocate a percentage of tuition revenue sources to support the Initiative Fund as determined by need and available funding.

Student Technology Fee: Analyze and evaluate the student technology fee and determine how much can be allocated to the Initiative Fund. If the current level is found to be fully committed, consideration should be given to increasing the technology fee amount to adequately support the Initiative Fund.

Computer Intensive Course Fees: Implement a 15% increase of the fee charged for computer intensive courses and allocate the %15 increase portion of the fee to the Initiative Fund on a continuing basis. (E.g.: 15% of the current $65 fee represents approximately $10 per student. The accrued funds generated annually from the 15% increase amount of $10 would be allocated to the Initiative Fund.) The initial 15% increase amount of $10 per student allocated to the Initiative Fund would remain constant regardless of subsequent increases of the fee.

Capital Biennium Funding: Allocate a percentage of each capital funding cycle to the Initiative Fund.

Auxiliary Services: Implement an IT levy on all auxiliary overhead charges in support of the Initiative Fund.

Private Funding Sources: Establish financial support of the Initiative Fund as a prioritized goal of the University’s capital campaign.

Institutional Bonded Debt: The University should evaluate the feasibility of an institutional “long-term” borrowing strategy (e.g.: bonds) to support Initiative Fund special projects.

External Grants: When appropriate, include within external grant budgets funds for information technology services. These funds should be directed to the Initiative Fund.

Priority Level: 1


Projected Cost: $ 2,000,000

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Recommendation C.1.3:Additional IT funding sources are:

As technology develops the university should investigate the feasibility of commercialization of appropriate university information technology (i.e.: web site) as a possible revenue stream (i.e. media advertisement on the website).

Establish and issue a comprehensive YSU faculty and staff Identification Card that could also function as a credit/debit card upon activation by individuals. Every transaction on the activated cards would return a percent of any given transaction amount to YSU information technology fund sources. One credit/debit card vendor (i.e.: Visa, Master Card, etc.) should be used to insure the best possible percentage return to the university.

Evaluate use of “indirect cost recovery” funds to ensure that IT is supported for research purposes.

Priority Level: 2



Recommendation C.1.4:Expand recharge (cost recovery) operations for the ITS division to enable it to recover a greater percentage of the cost for goods and services rendered. (E.g.: Introduce service agreements with individual university units to allow the ITS division to better charge for materials and recoup labor charges.)

Priority Level: 2



C.2. Establish refresh programs, replacement cycles, hardware recycle programs

Priority Level: 1



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C.3 Evaluate procurement alternatives (i.e., leasing)

Recommendation C.3.1:Establish implementation of procurement alternatives as an ITS division priority.

The VPIT will work with the VP of Financial affairs to research and develop procurement options.

Priority Level: 3


Projected Cost: No Cost

Recommendation C.3.2:Institute a surcharge (percent of original cost) on all new IT central purchases to subsidize an IT replacement reserve fund.

Monies should accrue for 3 to 5 years to initiate the replacement fund. Distribution of replacement funds shall be approved by ITAC.

Priority Level: 1


Projected Cost: None

C.4 Recommend student technology fee revenue/expenditures and current fee structure.

Recommendation C.4.1: Investigate fee structures at other institutions. The technology fee shall be comparable to IT fees at other regional institutions. Investigate an increase of the technology fee at the sophomore, junior, senior, and graduate

levels. Justification for the upper level fee increase is students are heavier users of technology at upper division levels.

Technology fees shall go directly to support the ITS division. Investigate the feasibility of an annual review and adjustment of the technology fee that will

reflect the increasing costs of maintaining and enhancing university information technology.

Priority Level: 1


Projected Cost: No Cost

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Recommendation C.4.2:Identify percentage of general course fees spent on information technology. Segregate monies spent on information technology into accounts separate from general course fees.

These fees shall be levied at the course level as determined by the individual departments and administered at the college level.

Colleges shall be charged to keep records of the distinction and distribution of the IT fee allocations to the departments.

Colleges will distribute IT fee funds according to demonstrated need. Establish college oversight committees to advise the individual dean on distribution of IT

fees within each college (it is acknowledged that this responsibility can be assigned to existing college committees).

Each college shall make known its policy and procedures for the distribution of college IT fees and expenditures.

Priority Level: 1



C.5 Establish additional support to identify grant options to augment information technology expenditures (i.e., hire technical grant personnel).

Recommendation C.5.1:Charge an individual or unit to study and administer IT specific grant opportunities, policies, procedures, legal ramifications, intellectual rights considerations and copyright issues that have institutional gravity.

Implementation of this recommendation may require hiring additional personnel.

Priority Level: 1


Projected Cost: 0 to $ 60,000

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C.6 Identify capital and operating information technology expenditures and determine how future expenditures will be applied to the overall plan .

Recommendation C.6.1:Determine a more accurate record of annual institutional IT expenses.

Identify and define audit categories of IT expenses for an annual audit/expense report from all academic and administrative units. (Example: Hardware/software, IT driven consumables, staff support, external maintenance/service, and licensure agreements.)

Hire single task accounting consultant to determine expense categories for IT budget expense items and set-up audit and management control procedures.

Priority Level: 1


Projected Cost: $30,000 to 50,000

Recommendation C.6.2:Establish a plan to prioritize how future IT expenditures are allocated and determine a strategy to fund increasing annual IT expenditures.

The new VPIT should establish a procedure for the review and identification of capital and operating expenditures.

Priority Level: 1



Recommendation C.6.3: The VPIT will be included in the University’s state capital biennial budget process to better

represent IT priorities to ensure appropriate annual levels of technology funding. The IT budget will be prioritized over (higher than) non-revenue generating programs and

sectors (i.e.: cost generating units) to better support the academic mission of the University. “Enterprise” status and “Cost Generating versus Revenue Generating” criterion will be

employed to prioritize funding of IT endeavors.

Priority Level: 1



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Recommendation C.6.4:The University’s capital campaign planning process should consider placing an emphasis on IT endeavors on campus. This includes identifying attractive naming opportunities with enduring character (buildings, laboratories, technology programs) that will generate contributions for IT academic and infrastructure needs.

Priority Level: 2



C.7 Determine costs associated with external support (e.g., outsourcing, ASP host providers, etc.)

Recommendation C.7.1:The VPIT should be charged with maintaining a “Best Business” practice. An annual review of ITS operations will be conducted to determine that the most cost efficient business practices are in place for all ITS activities and services.

Priority Level: 2



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Documents

Draft Recommendations - Youngstown State Universitymac.ysu.edu/technologyplan/word_files/Final_Version.7.25... · Web viewDraft Recommendations Final Version_7.25.03 INSTITUTIONAL